‘The third dimension’ ‘Y trydydd dimensiwn’ · new insid doc styleguide english6 6 22/1/08 3:46:21 pm A Strategic Action Plan for the Voluntary Sector Scheme We also firmly

A Strategic Action Plan for the Voluntary Sector Scheme

January 2008

‘The third dimension’Cynllun Gweithredu Strategol ar gyfery Cynllun Sector Gwirfoddol

Ionawr 2008

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’The third dimension’

A Strategic A

ction Plan for the Voluntary Sector Schem

e

G/509/07-08 January Typeset in 12ptISBN 978 0 7504 4521 4 CMK-22-10-081 © Crown copyright 2008

G/509/07-08 Ionawr Cysodwyd mewn teip 12ptISBN 978 0 7504 4521 4 CMK-22-10-081 © Hawlfraint y Goron 2008

‘The third dimension’

Contents

Foreword 3

ExecutiveSummary 5

1 PurposeoftheStrategicActionPlan 9

2 ThethirdsectorinWales 11

3 Whythethirdsectormatters 17

4 Empoweringpeopleandcommunities: 21

•Valuingvoluntaryaction

•Strengtheningcommunities

•Facilitating‘citizenvoice’

•Acceleratingsocialenterprise

•Personalisingpublicservices

5 Frameworksforempowerment: 41

•Strengtheningpublic/thirdsectorengagement

•Improvingthirdsectorsupportservices

•Enablingraisedperformanceandgrowth

6 AthreedimensionalWales 53

7 ActionPlan2007-08to2010-11 55

AStrategicActionPlanfortheVoluntarySectorScheme

Strategic Action Plan for the Voluntary Sector Scheme

new insid doc styleguide english1 1 22/1/08 3:46:20 pm

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Foreword

Iamdelightedtointroduce‘TheThirdDimension’,theAssemblyGovernment’snewstrategyandactionplanforsupportingandworkingwiththe‘third’sectorinWales.

Thesectorcontinuestoprovethatitisamajorassetandforceforimprovement-challenging,complementingandextendingtherolesplayedbythepublicandprivatesectors.Thisdocumentrecognisesthis,andreaffirmstheimportanceweattachtoourpartnershipwiththesector,asexpressedinourVoluntarySectorScheme.

Thisdocumentclarifieswhatwewishtoachievewithandthroughthethirdsectoroverthenextfouryears,basedontheprinciplessetoutintheScheme.Thesectorwillalwaysbeindependent,neverthelessithasavitalroletoplayinhelpingustodeliverour‘OneWales’programmeofgovernment.

The‘ThirdDimension’reflectsthevalueweplaceonthethirdsector’sworkinstrengtheningcommunities,andinhelpingustodevelopbetterpolicy.Italsorecognisesthatthesectorhasakeyroletoplayinthedesign,deliveryandevaluationofourpublicservices.

Theactionplan,whichyouwillfindattheendofthedocument,isambitiousandchallenging.ItrequiresallpartsoftheAssemblyGovernmenttoactivelyengage,andtoassesswhatmoretheycandotorespondtotheprioritieswehaveidentified.Wewillaskoursponsoredbodiestodothesame,andwewillencouragelocalauthoritiesandotherpublicbodiestodevelopsimilarplans,tosupportthecontributionthesectorcanmakeatthelocallevel.

Dr Brian Gibbons AM MinisterforSocialJusticeandLocalGovernment


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CreationoftheNationalAssemblyforWalesheraldedtheintroductionofaVoluntarySectorSchemewithstatutoryforce.ItisuniqueintheUnitedKingdomandhashelpednurtureacloseworkingrelationshipbetweenthevoluntarysectorandboththeNationalAssemblyforWalesandtheWelshAssemblyGovernment.Ithasenabledasharingofknowledgeandviews,andfacilitatedcloserpolicyandpracticethanmightotherwisehavebeenpossible.

Experiencegainedoverthelasteightyears,togetherwiththecomingintoforceoftheGovernmentofWalesAct2006andcommitmenttothe‘OneWales’programmeofgovernmentforthenextfouryears,nowrequiresagreaterclarityofthinkingandpurposetoguidethenextstageindevelopingtheScheme.ThisdocumentthereforepresentstheAssemblyGovernment’sstrategyandprogrammeofactionthatwillunderpinitssupportfor,andworkingrelationshipwith,thethirdsector.Itsproductionaffirmstheimportanceweattachtoourcollaborationwiththesector,andthevitalcontributionthesectormakestotheprosperityandqualityoflifeofWales.

Thethirdsectorisverybroad,spanningvirtuallyeveryfacetofhumaninterest.Therearecommunityassociations,self-helpgroups,voluntaryorganisations,charities,faith-basedorganisations,socialenterprises,communitybusinesses,housingassociations,co-operativesandmutualorganisations.Theydisplayarangeofinstitutionalforms,includingregisteredandunregisteredcharities,companieslimitedbyguarantee(whichmayalsoberegisteredcharities),CommunityInterestCompanies,IndustrialandProvidentSocietiesandunincorporatedassociations.Eachorganisationhasitsownaims,distinctiveculture,setofvaluesandwayofdoingthings,buttheyallsharesomeimportantcharacteristicsincommon,being:

independent,non-governmentalbodies;

establishedvoluntarilybycitizenswhochoosetoorganise;

‘value-driven’andmotivatedbythedesiretofurthersocial,culturalorenvironmentalobjectives,ratherthansimplytomakeaprofit;and

committedtoreinvestingtheirsurplusestofurthertheirsocial,culturalorenvironmentalobjectives.

Webelievethereisastrongcaseforviewingbodieswiththesecharacteristicsasadistinctivesector-onethatmakesahugecontributiontothesocial,economic,culturalandenvironmentalwell-beingofWales.Itsbreadthisrecognisedinclause2.1ofourstatutoryVoluntarySectorSchemeinwhichthesectorisdescribedasincluding“voluntary organisations, community groups, volunteers, self-help groups, community co-operatives and enterprises, religious organisations and other not for profit organisations of benefit to communities and people in Wales.”

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Executive Summary


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AlthoughatfirstsighttheAssemblyGovernment’srelationshipwiththesectorappearscomplex,itispossibletoidentifythreedistinct,overlapping‘spheresofinterest’thatdefineandstructurethisrelationship:

Thefirstsphere,whichrepresentsthesector’sbroadcontributiontoahealthyandactivesociety,isschematicallybiggerthantheothertwobecauseitformsthebedrockonwhichtheothersarebuilt.Withoutthecitizeninvolvement,theoperationalexperienceandexpertise,andthepubliccredibilityandsupportthatspringsfromthismainstreamactivity,itwouldnotbepossibleforthesectortocontributeeffectivelytobetterpolicyandbetterpublicservices.

Oursupportforthethirdsectoristhereforethreedimensional:

tosupportthefurthergrowthanddevelopmentofthesector’scapacitytostrengthencommunitiesofplaceandinterest;

toharnesstheknowledgeandexpertiseofthesectortohelpdesignbetterpublicpoliciesandservices;and

toencourageandhelpthesectortocontributetothepersonalisationandgreateraccessibilityofquality,citizen-centredpublicservices.

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First Sphere Third Sphere

Second Sphere

Stronger Communities:

Thewaymostpeoplemakeavoluntarycontributiontothevibrancyandregenerationoftheircommunities,providecareandhelptobuildpeople’sconfidenceandskills.

Better Public Services:

Theinnovativeandtransformingrolethesectorcanplayinmakingpublicservicesreachmorepeopleandbecomemoresensitivetotheirneeds.

Better Policy:

Theknowledgeandexpertisethesectoroffersthroughitsfront-lineexperiencetohelpshapepolicies,proceduresandservices.



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Wealsofirmlybelievethatathirdsectorthatinvolvesandempowerscitizensandcommunitiesisonethatcontributespositivelytodemocraticgovernancelocallyandnationally.Suchanapproachdoesnotunderminetheresponsibilitiesofelectedpoliticiansordemocraticallyrunpublicinstitutions.Rather,itencouragesamoreparticipativeformofrepresentativedemocracyinwhichpeopleandpoliticiansareinclosercontact.Botharebetterinformed,andthereisamatureunderstandingofdecision-makingandtheconsequentallocationofresources.

IntheyearsaheadwewanttofacilitatecloserandmoreeffectiveworkingrelationshipsbetweentheAssemblyGovernmentandthethirdsector.Weexpectthepublicsectormorebroadlytorespondtothestrategicdirectionbeingpursuedatanationalandlocallevel.Theprivatesectoralsohasakeyroletoplayinhelpingstrengthenthethirdsector.

Thisdocumentsetsouthowweintendtobuildarelationshipbasedonourthreespheresofsharedinterestoverthecomingyears.WewilldothisbyfocusingoureffortsinfiveactionareaswhichareaimedatempoweringpeopleandcommunitiessothattheycancontributemorefullyandeffectivelytothebuildingofabetterWales:

a)byvaluingandpromotingvoluntaryaction;

b)bystrengtheningandempoweringcommunities;

c)byenhancingopportunitiesforcitizenstobeheard;

d)bysupportingandacceleratingsocialenterprise;and

e)bymakingpublicservicesmoreaccessibleandcitizen-centred.

Thesefiveobjectiveswillbeunderpinnedbythreekeysupportingframeworksthroughwhicheffortandresourceswillbeconcentrated.Theywillbedesignedtoenablethethirdsectortoachieveworthwhileandlastingoutcomes.Theywillsupportallthreeofourspheresofinterest,withspecialemphasisonencouragingthethirdsectortohelpusfulfilour‘OneWales’programmeofgovernment.Throughthesesupportframeworkswewill:

f) strengthenthepracticalmeansandmechanismsofpublic/thirdsectordialogue,sharingandcollaborationateverylevel;

g)sustainandenhancetheexistinginfrastructureofgenericandspecialistsupportavailabletothethirdsector;and

h)workwiththissupportinfrastructuretohelpthesectorraisethequalityandreliabilityofitsperformance,andextenditsimpact.

Ourprioritiesforactionundereachoftheseeightheadingsaresetoutinthisdocument,withfurtherdetailcontainedintheActionPlanattheend.ImplementationwillbeginwitheachAssemblyGovernmentdepartmentworkingwiththethirdsectortoclarifytheactionstheywilltaketorespondtotheprioritieswehaveidentified.Otherpartsofthepublicsectorwillbeencouragedtodo


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likewise,withtheaimofenhancingopportunitiesforpeopleineverywalkoflifetogetactivelyinvolvedinshapingabetterWalesthroughtheirparticipationinthirdsectororganisations.

Itisclearthattheroleandcontributionofthethirdsectorisachievinggreaterrecognition.Itisnolongerapoorrelationtothepublicandprivatesectors,butacriticalthirddimensionoftheengineofchange.Dayinanddayout,thesectorisprovingitselfamajorWelshassetandapowerfulforceforimprovement-challenging,complementingandextendingtherolesplayedbythepublicandprivatesectors.Thetimehascomeforallthreesectorstothinkmoredeeplyaboutthewaytheyinteract,basedonaclearerrespectfortheirrelativestrengthsandweaknesses,andamoreprofoundappreciationofthebenefitsofcloserworkingforthepeople.



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1 Purpose of the Strategic Action Plan

1.1CreationoftheNationalAssemblyforWalesheraldedtheintroductionofastatutoryVoluntarySectorSchemeuniquetotheUnitedKingdomandprobablytotheworld:

114-1TheAssemblyshallmakeaschemesettingouthowitproposesintheexerciseofitsfunctions,topromotetheinterestsofrelevantvoluntaryorganisations.

Section 114, Government of Wales Act, 1998

1.2TheSchemeestablishedtheprinciplesandmechanismswhichhavenurturedacloseworkingrelationshipbetweenthevoluntarysectorandboththeNationalAssemblyforWalesandtheWelshAssemblyGovernmentduringthefirsttwogovernmentterms.Experiencegainedoverthelasteightyears,andourcommitmenttothe‘OneWales’programme,nowrequiresagreaterclarityofthinkingandpurposetoguidethenextstageindevelopingtheScheme.

1.3ThisdocumentthereforepresentstheAssemblyGovernment’svision,strategyandprogrammeofactionwhichwillunderpinitssupportforthesector.ItsproductionshouldbeseenasaffirmingtheimportancethattheAssemblyGovernmentattachestoitscollaborationwiththesector,andtothevitalcontributionwhichitmakestoourqualityoflife.Whilstacknowledgingtheindependenceofthesector,wehopethatitwilljoinwithustohelptransformWalesintoaself-confident,prosperous,healthysociety,whichisfairtoall.

1.4Clause114-1ofthe1998GovernmentofWalesActplacesastatutorydutyontheWelshAssemblyGovernmenttopromotetheinterestsofvoluntaryorganisationsintheexerciseofallitsfunctions.ConsequentlythisStrategicActionPlanoperateswithintheoverallstrategicplanningframeworkinWales(Figure1).ItwillneedtobereflectedinactivityrightacrosstheAssemblyGovernment,aswellasatregional,localandcommunitylevelsthroughoutWales.

1 TheGovernmentofWalesAct2006furtherclarifiesthedistinctionbetweentheNationalAssembly(thelegislature)andtheAssemblyGovernment(theexecutive).TheVoluntarySectorSchemebecomestheexclusiveresponsibilityoftheAssemblyGovernment.ArrangementsforliaisonbetweentheNationalAssemblyandthesectorareunderconsideration.


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1.5ThePlanalsousestheterm‘thethirdsector’whichisdefinedinparagraph3.8.

Local Area Forums

Health Social Care andWell-being Strategies*

Children and Young PeoplesFrameworks*

Local Development Plans*

Community Strategies*(and associated Local Service Agreement and Community Strategy Action Plan)

Other Local Authority Plans/Strategies

Communities First Partnerships Action Plans

Local

Community

Sectoral Policy Strategic Policy Spatial Policy

National

Wales Spatial Plan6 Area Action Programmes

WLGA Regional BoardPrioritiesSectoral Strategies

Regional

*indicates statutory plan/strategy

Figure 1: The Strategic Planning Framework



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2 The third sector in Wales

Headlines:

Thereareatleast30,000thirdsectororganisationsinWales.

26,000haveaprimarilylocalfocusandrelyentirelyonvolunteers.

Morethan1.5millionpeoplevolunteer-contributingasmanyhoursas90,000fulltimeworkersannually.

250,000peopleactastrusteesforthirdsectororganisations.

Thethirdsector’spaidstaffrepresents2.2%ofthetotalworkforce.

TheannualGrossValueAddedofthethirdsectorwascalculatedasover£3billionin2003.

Nearly50%ofthirdsectorincomecomesdirectlyfromthepublic,butfundingfromsuchsourcesandfromtheLotteryisdeclining.

Thereareabout600socialenterprisesinWalesgeneratingapproximately£170millionperannumandemploying5,600staff.

‘Third Sector in Wales 2007’ Wales Council for Voluntary Action (WCVA)

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2.1Thirdsectororganisationsareanexpressionofthemotivationtotakeactionindependentofthestateandprivateenterprisetoimprovepeople’squalityoflife.Firstthoughtsaboutthesectormaybringtomindsomelong-establishedandfamiliarcharities,suchasthoseinthefieldsofchildprotection,overseasaidandconservation.Buttheyarejustahandfulcomparedtothetensofthousandsofsmalllocalorganisationsandgroupsthatareactiveatacommunitylevel.This‘community’maybeatown,avillageoraneighbourhood,butitcanalsobea‘communityofinterest’thatdrawstogetherpeoplewithspecialneedsand/orparticularconcerns.

2.2Thesectorisverybroad,spanningvirtuallyeveryfacetofhumaninterest.Itcomprisesarangeofinstitutionalforms,includingregisteredandunregisteredcharities,companieslimitedbyguarantee(thatmayalsoberegisteredcharities),CommunityInterestCompanies,IndustrialandProvidentSocietiesandunincorporatedassociations.Eachorganisationhasitsownaims,distinctiveculture,setofvaluesandwayofdoingthings.Therearesmallcommunityandself-helpgroups,moreformallystructuredvoluntaryorganisations,socialandcommunityenterprises,housingassociations,faith-basedorganisations,andmutualsorco-operatives.

2.3Theoveralleconomicvalueofthethirdsectorisconsiderable.Socialeconomicactivityenablespeoplelivingonthefringetobeincludedandhelpedtobeeconomicallyactive;itprovidesservicesincircumstanceswheretheyoftencannotbeafforded,orwheretheprivatesectorwillnotoperate;anditprovidesemploymentin


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areaswhichwouldotherwisenotreceiveinvestment.ThetotalvalueofthisactivityasGrossValueAdded(GVA)isover£3billion.Thiswasequivalentto7.3%ofWelshGVAin2003,andissimilartotheGVAfortheeducationsectorforthatyear.

2.4Thesectorhasgrownsignificantlyinscaleanddiversityinrecentyears.The‘thirdsector’isextremelyfluidanddiverse.Itsdynamismandcontinualadaptationmakesitdifficulttocorralintoneatfittingarrangements.Yetwebelieveitmakessensetoidentifythesectorasanentityandtoworkwithitasadistinctiveforceinsociety-apowerfulthirdsectorofactivitythatmakesahugecontributiontothesocial,economic,culturalandenvironmentalwell-beingofWales.

2.5Ofthe30,000thirdsectororganisationsactiveinWales,itisestimatedthatatleast26,000haveaprimarilylocalfocus2.Thegreatmajorityhavenostaffandarewhollydependentonvolunteers.Aboutaquarterofallthirdsectororganisationsareregisteredcharities,halfofwhichhaveanannualincomeoflessthan£10,000.Inrecentyearstheincomeofnationalcharitieshasincreasedthemostandthatoflocalcharitiestheleast.Howevercharitiesarebecomingmoreefficient,withevery£1spentongeneratingfundsproducing£11.34inincome,upby£2since2005.

2.6TheAllWalesDatabaseofVoluntaryOrganisations3separatesthemallinto46differentcategorisesandallocatesthemto21subject-focusedforumsthatfeedintotheAssemblyGovernment’sVoluntarySectorScheme(Table1).Clearly,vastareasofsocialandcommunityactivityaredependentonvolunteereffort,manyofwhichwouldcompletelycollapsewithoutthisinput.

2.7Estimatesofthepercentageofthepopulationwhovolunteereitherformallyforanorganisationormoreinformallytohelpaneighbourorfriendvaryconsiderably,indicatingtheneedforbetterqualityinformationataWaleslevel.AnalysisoftheCitizenshipsurvey2005byWCVAsuggeststhatabout77%ofadultsvolunteerinoneorbothways,with47%doingitformallyand69%informally.Overhalfofthosewhovolunteer,volunteerforfivehoursorlessamonth,andthereisgreatscopetoincreasethiscontributionwithbetterpromotionandsupport.Ithasbeencalculated,nonetheless,thatvolunteerscontributedover250millionhoursperyear.

2.8Avitallyimportantaspectofvolunteeringinvolvespeopleactingastrustees,anditisestimatedthatthereareover250,000trusteesinWales.People’swillingnesstotakeonsignificantlevelsofresponsibilityinthisway,andtogivefreelyoftheirtimeandexpertise,providesthebackboneofthethirdsectorinWales.Yetthereisacontinualsearchfornewtrustees,especiallytomakemanagementcommitteesmorerepresentativeofthecommunitiestheyserve.Giventherangeofdutiestheyshoulder,trusteesneedtrainingandsupportwhichisgraduallyimproving,butbusypeoplealsoneedtofindthetimetobecomebetterinformed.

2 Therearehundredsofthirdsectororganisationsineachlocalauthorityarea,withlargernumbersinruralauthorities.

3 ManagedbytheWCVA.



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2.9ThenumberofpaidemployeesinthesectorinWaleshasreachedover46,000,52%ofwhomarefulltime.Thisworkforcenowrepresents2.2%ofthetotalworkingagepopulation.In2000,over1in10oftheworkforcewasemployedonatemporaryorcasualbasis,thisbeingnearlytwicetherateforthepaidworkforceasawhole.Whilstasmallhandfuloforganisationsnowemployover100staff,mostWales-widebodieshavejustoneortwostaffandthemajorityoflocalbodieshavenone.

Table 1: Distribution of third sector organisations across subject forums/networks

Voluntary Sector Scheme Subject Forum/Networkper cent of

organisations

Sport and recreationGroupswithaninterestinsportsandrecreation,includinglocalrugbyorbridgeclubsaswellasregionalornationalsportsassociations

23.9

CommunityGroupsworkingtoregeneratetheirlocalcommunities,throughcommunityfacilities,localaccesstoservices,communitynewslettersanddevelopmentprogrammes

17.1

Benevolent organisationsAllorganisationswhichgivegrantstoindividualsororganisations

14.0

Health and Social CareOrganisationsconcernedwithaddictions,HIV/AIDS,carers,counselling,theelderly,mentalhealth,healthpromotionandspecifichealthconditions

12.7

Children and FamiliesPre-schoolprovision,localcentresprovidingservices,adoptionandfosteringservices,children’srightsorganisationsandservicesfordisabledchildren

11.7

YouthGroupsthatinvolveyoungpeople,youthcentres,youngfarmer’sclubs,uniformedorganisationsandculturalgroups

9.5

Arts, Culture and HeritageOrganisationsinvolvedintheproductionofallformsofart,organisingculturalactivitiesandorganisationsthataimtoconserve,explainordevelopheritage

9.5


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organisations

ReligionFaithbasedgroupsandthesocialandcommunityactivitiesthattheyundertake

8.8

GenderGenderspecificgroupsofotheractivityareas,suchasmalevoicechoirs,women’sorganisationsofferingsupportandworkingforequalityofopportunity

7.0

DisabilityGroupswhichprovidesupportforpeoplewithdisabilitiesandtheirfamilies,empowerpeopletoliveinthecommunityandcampaignforchange

6.3

EnvironmentGroupsconcernedwithnaturalandbuiltenvironment,conservationgroups,communitytransportgroupsandrecyclinggroups

6.6

Education and trainingOrganisationsinvolvedineducationortrainingaspartoftheirwork

4.2

International aid & emergency reliefGroupswithaninternationalelement,beitprovisionofaidorculturalexchange,andlocallifesavingsocieties

3.1

HousingHousingassociations,homelessnessprojects,careandrepairschemes,housingadviceservicesandtenantsandresidentsassociations

3.0

Advice and advocacyCitizenAdviceBureaux,welfarerightsorganisationsandorganisationsspecialisinginotheractivitiesbutwhichprovideadvice

2.7

Animal welfareOrganisationsdirectlyconcernedwithanimalwelfareandthoseinterestedinconservationofanimalsorsportsorganisationswhereanimalsareinvolved

1.8



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organisations

Ethnic minoritiesGroupsconcernedwithracialequality,refugees,religiousandculturalactivitiesandgeneralactivitieswherethegroupisrunbymembersofanethnicminority

1.3

Community justiceOrganisationsworkingwithoffenders,victims,prisonvisitingschemesandneighbourhoodwatchschemes

1.0

EmploymentOrganisationsprovidingsupportedorshelteredemploymentandthoseprovidingfacilitiesoradvicetothoseseekingemploymentorstartingbusinesses

0.8

VolunteeringGroupsthatsupportanddevelopvolunteersandvolunteercentres

0.7

IntermediariesGroups,whichsupportothervoluntaryorganisations

0.4

2.10Totalincomeforthesectorwasestimatedasover£1billionin2005,andFigure2showsthemainsources.Therehasbeenadecreaseinpublicgivinginrecentyears,agapthathasonlybepartlyfilledbytheNationalLottery,asourcethatisalsonowdeclining,particularlybecauseoftheOlympics.Asurvey4suggestedthattheaverageannualgiftperpersoninWalesisaround£10,comparedwith£14fortheUKasawhole,withthebulkofthemoney(circa75%)donatedtonational(UK)organisations.

4 NCVO/CAFGivingSurvey2004-5.


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Figure 2: Sources of third sector income:5

2.11Fundingfrompublicsectorsourceshasbeenincreasing,especiallysincetheadventoftheNationalAssemblyforWales.Howeverthisisunlikelytocontinue.Forthethirdsectorthiswillmeanseekingmorediverseformsofincomeandadoptingmoreentrepreneurialapproaches,includingbiddingforpublicserviceprocurementcontractsornegotiatingservicelevelagreementsfortheprovisionofspecificformsofservices.

Other1%

National Lottery3% Business

4%Voluntary

3%

Internal29%

Government31%

General public29%

5 SourceisthemostrecentWCVAPanelSurvey.



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3 Why the third sector matters3.1AtfirstsighttherelationshipbetweentheAssemblyGovernmentandthethirdsectorisacomplexone.Itincludes:

theexchangeofdataandinformation

thesharingofviewsthroughvariousconsultationprocesses

jointplanning,design,monitoringandevaluationofprogrammesandschemes

thefundingofgeneralistandspecialistsupportservices

directandindirectfundingofindividualthirdsectororganisationsacrossvarioussubjectareas

theoutsourcingofanincreasingrangeofpublicservices

asharedinterestinthewaylocalauthorities,AssemblyGovernmentSponsoredbodies(AGSBs),theUKGovernment,theEUandotherpublicauthoritiesinteractwiththethirdsector

theapproachofarangeofmajorthirdsectorfunders…andsoon.

3.2Withinthiscomplexity,however,itispossibletoidentifythreedistinct,overlapping‘spheresofinterest’thatdefineandstructureourrelationshipwiththethirdsector:

Figure 3: Our three spheres of interest in the third sector

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First Sphere Third Sphere

Second Sphere

Stronger Communities:

Thewaymostpeoplemakeavoluntarycontributiontothevibrancyandregenerationoftheircommunities,providecareandhelptobuildpeople’sconfidenceandskills.

Better Public Services:

Theinnovativeandtransformingrolethesectorcanplayinmakingpublicservicesreachmorepeopleandbecomemoresensitivetotheirneeds.

Better Policy:

Theknowledgeandexpertisethesectoroffersthroughitsfront-lineexperiencetohelpshapepolicies,proceduresandservices.


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3.3Itisimportanttounderstandwhythefirstsphere,whichrepresentsthesector’sbroadcontributiontoahealthyandactivesociety,isschematicallybiggerthantheothertwo.Thisisbecauseitformsthebedrockonwhichtheothertwoarebuilt.Withoutthecitizeninvolvement,theoperationalexperienceandexpertise,andthepubliccredibilityandsupportthatspringsfromthismainstreamactivity,itwouldnotbepossibleforthesectortocontributeeffectivelytobetterpolicyandbetterpublicservices.Yetthismainstreamactivitycaneasilybetakenforgranted.

3.4Wevaluethecontributionthatthevastrangeofactivitiestakingplacewithinthefirstspheremakestoavibrant,cohesiveandself-supportingsociety.Itreflectsthefundamentalrightanddesireofpeopletoorganiseandco-operateinafreesociety,makingvoluntaryactionapowerfulexpressionofactivecitizenship.Whilstfullyrespectingthisrighttoindependentaction,wehaveakeeninterestinhelpingthethirdsectortoflourishandgrow.

3.5Inadditionwevaluethewaythesectorcanhelpusandothersdevelopmoreeffectivepolicies,aswellasdesignanddeliverbetterpublicservices.Inparticular,thesectorofferspersonalandhumaneinsightsintotheimpactsofexistingpublicservicesorofgapsinprovisiononpeople.Itformsachannelthroughwhichthevoicesanddailyexperiencesof‘ordinarypeople’canbeheard.Anditcantestalternative,innovativeapproacheswiththepotentialtobemainstreamedtoimprovethequalityofservices.

3.6Ourinterestin,andsupportfor,thethirdsectoristhereforethreedimensional:

tosupportthefurthergrowthanddevelopmentofthesector’scapacitytostrengthencommunitiesofplaceandinterest;

toharnesstheknowledgeandexpertiseofthesectortohelpdesignbetterpublicpoliciesandservices;and

toencourageandhelpthesectortocontributetothepersonalisationandgreateraccessibilityofquality,citizen-centredpublicservices.

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Box1: Thespecialqualitiesthatthethirdsectorcancontributetopublicservicedeliveryidentifiedduringtheconsultation

Itwasfeltthatthethirdsectoris:

veryflexibleandresponsive,andabletomeetneedsquickly;

non-judgemental,independentandwidelytrusted,givingitcredibilityasaneffectiveadvocate;

caringinitsapproachandfocusedonpeopleandtheirmultipleneeds,oftendrawingondirectexperienceoftheissues;

capableofachievinga‘virtuouscircle’whichdeliversbenefitstotheprovidersofsupportaswellasthebeneficiaries;

abletopenetratemoredeeplythanothersintochallengingareas,makingpublicservicesandresourcesmorewidelyaccessible;

abletogeneratecommunity-ownership,releasinglatenttalentandenergy;

excellentatnetworkingandblendingawiderangeoffundsandresourcestogethertomeetneedseffectively;

arepositoryofspecialskillsandexpertisenotavailableanywhereelse;

capableofdeliveringservicesthatgo‘aboveandbeyond’theusualnorms;and

cost-effective,especiallyinachievingmultipleoutcomesandhelpingpeopletogrowanddevelopasindividuals.

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3.7TheAssemblyGovernment’suniqueVoluntarySectorSchemehasbeendesignedtofacilitateastructureddialoguewiththethirdsector,anditsupportsoursecondsphereofinterest.Weneedtomakethemostoftheserepresentativechannelsofcommunication,judgingtheirmeritsontheworthwhileoutcomestheyhelpachieveforcitizensintherealworld,ratherthanonthedetailoftheprocessesthemselves.Inotherwords,wemustrememberthattheSchemeisameanstoanendratherthananendinitself.

3.8Duringthepublicconsultationonthisdocumentagreatdealofinterestfocusedonouruseoftheterm‘thethirdsector’.Amajorityofrespondentswerecomfortablewiththisuse,butitisvitaltoappreciatetheconsiderablebreathoforganisationsandtypesofactivitythatthetermembraces.Therearecommunityassociations,self-helpgroups,voluntaryorganisations,charities,faith-basedorganisations,socialenterprises,communitybusinesses,housingassociations,co-operativesandmutualorganisations.Theydisplayarangeofinstitutionalforms,includingregisteredandunregisteredcharities,companieslimitedbyguarantee(whichmayalsoberegisteredcharities),CommunityInterestCompanies,IndustrialandProvidentSocietiesandunincorporatedassociations.Eachorganisationhasits


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ownaims,distinctiveculture,setofvaluesandwayofdoingthings,buttheyallsharesomeimportantcharacteristicsincommon,being:

independent,non-governmentalbodies;

establishedvoluntarilybycitizenswhochoosetoorganise;

‘value-driven’andmotivatedbythedesiretofurthersocial,culturalorenvironmentalobjectives,ratherthansimplytomakeaprofit;and

committedtoreinvestingtheirsurplusestofurthertheirsocial,culturalorenvironmentalobjectives.

3.9Webelievethereisastrongcaseforviewingbodieswiththesecharacteristicsasadistinctivesector-onethatmakesahugecontributiontothesocial,economic,culturalandenvironmentalwell-beingofWales.ItsbreadthisrecognisedinthestatutoryVoluntarySectorSchemeinwhichthesectorisdescribedasincluding“voluntary organisations, community groups, volunteers, self-help groups, community co-operatives and enterprises, religious organisations and other not for profit organisations of benefit to communities and people in Wales.”

3.10Thisdocumentsetsouthowweintendtodevelopourrelationshipwiththethirdsectorandpursueourthreespheresofinterestinpartnershipoverthecomingyears.WewilldothisbyfocusingoureffortsinfiveactionareaswhicharefundamentallyaimedatempoweringpeopleandcommunitiessothattheycancontributemorefullyandeffectivelytothebuildingofabetterWales:

a) byvaluingandpromotingvoluntaryaction;

b) bystrengtheningandempoweringcommunities;

c) byenhancingopportunitiesforcitizenstobeheard;

d) bysupportingandacceleratingsocialenterprise;and

e) bymakingpublicservicesmoreaccessibleandcitizen-centred.

3.11Thesefivecitizen-focusedobjectiveswillbeunderpinnedbythreekeysupportingframeworksthroughwhicheffortandresourceswillbeconcentrated.TheywillbedesignedtoenablethethirdsectortoachieveworthwhileandlastingoutcomesforthepeopleandcommunitiesofWales.Theywillsupportallthreeofourspheresofinterest,withspecialemphasisonencouragingthethirdsectortohelpusfulfilour‘OneWales’programmeofgovernment.Throughthesesupportframeworkswewill:

f) strengthenthepracticalmeansandmechanismsofpublic/thirdsectordialogue,sharingandcollaborationateverylevel;

g) sustainandenhancetheexistinginfrastructureofgenericandspecialistsupportavailabletothethirdsector;and

h) workwiththissupportinfrastructuretohelpthesectorraisethequalityandreliabilityofitsperformance,andextenditsimpact.

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4 Empowering people and communities

4.1Webelievethatathirdsectorthatengages,involvesandempowerscitizensandcommunitiesisonethatcontributespositivelytodemocraticgovernancelocallyandnationally.Suchanapproachdoesnotunderminetheresponsibilitiesofelectedpoliticiansordemocraticallyrunpublicinstitutions.Rather,itencouragesamoreparticipativeformofrepresentativedemocracyinwhichpeopleandpoliticiansareinclosercontact,arebetterinformed,andthereisamatureunderstandingofdecision-makingandtheconsequentallocationofresources.

4.2Itshouldalwaysberememberedthatmanypeoplewhomakeavoluntarycontributionthroughthethirdsector,alsomakeacontributionthroughtheirworkinthepublicorprivatesectors.Thethirdsectoristhereforewherepeopleintheothertwosectors(aswellasthoseinneither)canmakeavitaladditionalcontribution.Itfollowsthattherearestrongconnectionsbetweenthesectors,eveniftheapproachofeachisdifferent.Italsofollowsthatthepublicandprivatesectorsarewellplacedtohelpthethirdsectorflourish.

4.3TheAssemblyGovernmentplanstoenableandempowerpeopleandcommunitiesbysupportingtheactivitiesofthethirdsectorinfivestrategicandcomplementaryways.

Valuing voluntary action

4.4Chapter5oftheVoluntarySectorSchemesetsoutourobjectivesto:

raisethestatusandenhancetheimageofvolunteering;

broadenwhatismeantbyvolunteeringtoincludealltypesofparticipationthatenhancethequalityofcommunitylifeandneighbourliness;

improveaccesstovolunteeringforpeoplefromallpartsofsociety;

makeiteasierforpeopletomakeavoluntarycontribution;

encouragethemoreeffectiveinvolvementofvolunteers;improvetheorganisationandinfrastructureofvolunteering.

4.5WearepursuingtheseobjectivesthroughseveralfundingprogrammesincludingtheVolunteeringinWalesFund,MillenniumVolunteersandActiveCommunities.

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“The Assembly values volunteering as an important expression of citizenship and as an essential component of democracy.”

Chapter 5, Voluntary Sector Scheme

“Our vision is of a fair and just Wales, in which all citizens are empowered to determine their own lives and to shape the communities in which they live.”

One Wales, 2007


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WewillcontinuetoinvestintheWales-widenetworkoflocalVolunteerCentresandthenationalsupportservicesprovidedbytheWCVA.Wearecurrentlypursuingastep-changeinyouthvolunteeringinpartnershipwiththethirdsector.Wewillencouragemorevolunteeringbyprivatesectoremployees,anddisplayleadershipinthisfieldintheAssemblyGovernmentandthewiderpublicsector.

4.6TheWCVAintegratesthefollowingcentralfunctionsintoitswiderservicestothesector:

strategicleadershipandrepresentation

policyandresearch

infrastructuresupport

disseminationofgoodpracticeandstandardsetting

developmentandcapacitybuilding

promotionandrecognitionofvolunteering

Wesupportthisintegratedapproachbecauseoftheintrinsicimportanceofvoluntaryefforttoallaspectsofthethirdsector’sactivities.

4.7WeintendtoworkwiththeWCVA,theCountyVoluntaryCouncils(CVCs),theVolunteerCentresandpublic,privateandthirdsectororganisationsto:

raisethestatusofvolunteeringintheeyesofthepublicsothatitismorewidelyvaluedandappreciated;

designandrunasustainedmediacampaigntoenhancethescale,quality,diversityandimpactofvolunteeringincommunitiesofinterestandplace;

achieveastepchangeinthecommitmentofpublic,privateandthirdsectorbodiestoincreasethenumberofvolunteersandthequalityofvolunteeringexperiences;

removeanybarrierstoformalandinformalvolunteering;and

continuetostrengthentheinfrastructureofsupportforvolunteering.

4.8Themediacampaignwillbe‘slowburn’andsustainedoverseveralyears,usingspecialistmarketingtoraiseawarenessprimarilythroughlocalcommunicationmedia,withsecondaryreinforcingmessagesatanationalscale.ThecampaignwillworkcloselywithWales’networkofvolunteercentresandcountryvoluntarycouncilstoensurethattheincreasedinterestgeneratedinexistingandnewvolunteersismatchedbyimprovedlevelsofsupportfromthethirdsector.Avarietyofmessagesandmediawillbeemployedtoimprovetheimageofvolunteeringanditsbenefits,increasethenumbersofvolunteersespeciallyfromdisadvantagedcommunities,andenhancethequalityandimpactofthevolunteeringexperience.

4.9Wealsoneedtogainabetterunderstandingofthefactorsthatmotivatepeopletovolunteer,aswellasthethingsthatholdthemback.Suchanunderstandingisespeciallyimportantincommunitieswhere‘socialcapital’islow.Wewill

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commissionresearchtoimprovetheeffectivenessofthesupportservicesandvolunteermanagers.Insodoing,wewillseekbetterwaysofmeasuringandvaluingvolunteering,andofachievingawiderpublicappreciationofvolunteers’contributiontopeople’squalityoflife.

4.10Volunteeringisanessentialprerequisiteofvoluntaryaction-atermthatembracestheactivityofthirdsectororganisationsgovernedbycommitteesofvolunteers.Overtimesomethirdsectorbodieshavegrownintobigorganisationswithlargenumbersofprofessionalstaff,significantresourcesandconsiderablelevelsofspecialistexpertise.SuchorganisationsoftenoperateacrosstheUK.Wegreatlyvaluethecontributiontheymake,andwillcontinuetosupportfurtherdevelopmentoftheirspecialexpertisewherethisrespondstothedistinctiveneedsofWalesandisofdirectpracticalvaluetocommunitiesofplaceandinterest.

4.11Peoplewhoarepreparedtovolunteerascommitteemembersandtrusteesplayavitalroleinthegovernanceandmanagementofmostthirdsectororganisations.Withoutthemthesectorwouldnotbewhatitistoday.Yettheresponsibilitiestheyshoulder,oftenwithlittleinductionortraining,areconsiderable,especiallywherestaffareemployed.Wewillworkwiththesectorsupportbodiestoprovidecommitteemembersandtrusteeswithrelevantandeffectivesupport,andwewillcampaigntorecruitmorevolunteersintothisrole,andtocelebratethesuperbcontributiontheymaketoimprovethelivesofpeopleandcommunities.

Strengthening communities

4.12Thewillingnessandabilityofpeopletomakeavoluntarycontributiontothelifeoftheircommunitiesisoneofthemostimportantingredientsofcommunitydevelopment.Thisisaprocessofchangeinwhichpeopleworktogetheronsharedissuesandaspirationsthatenhancelearning,encourageparticipation,createacultureofinformedandaccountabledecision-making,andimprovethegeneralqualityoflife.Itisconcernedwithtacklinginequalitiesandbringingaboutchangeandsocialjustice.Ithelpstobuildthe‘socialcapital’thatcanmovecommunitiesfromapositionofpowerlessnessanddependencytooneofassertinginfluenceandcontrol,inordertobeginaprocessoflongtermsustainablechange.

Box2: Understanding‘socialcapital’

Threetypesofsocialcapitalarenowrecognised:

Bonding social capital describesrelationshipsandnetworksbetweenpeoplewithincommunities.

Bridging social capital describesrelationshipsandnetworksacrosssocialgroupsandcommunities.

Linking social capital describesnetworksandconnectionsbetweencommunitiesandinstitutions,whichcutacrossstatusandallowpeopletoexertinfluenceandreachresourcesoutsidetheirnormalcircles.


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4.13Thestrengtheningofsocialcapitalthroughcommunitydevelopmentprocessesisalsoofvaluetocommunitiesofinterest,althoughitismostcommonlypracticedincommunitiesofplace.Skilledfacilitationand‘lighttouch’supportcanhelpgroupsofpeoplesharingaspecialneedorparticularinteresttoworkmoreeffectivelytogethertoinfluencepositivechange.Manythirdsectororganisationshavegrownoutofthiscoalescenceofviewsontheneedforurgentvoluntaryaction.

4.14ArecentYoungFoundation6studyfoundthatparticipationincommunityorganisationshelpsbuildtrustandreciprocityincommunities,indicatingapositiverelationshipbetweenasenseofbelongingtoaneighbourhoodandvolunteeringinthecommunityandgeneratingincreasedlevelsoftrustinotherlocalpeople.Italsoprovidesvaluableopportunitiesforinformallearningandpersonaldevelopment.

4.15Communityorganisationscanhelptobuildpeople’sconfidence,especiallyamongthoselesslikelytoparticipate,andcanincreasecivicparticipationwhetherintomoreformalinstitutionsorinthewidercommunity,buildingsocialnetworksandcohesion.Communityactivityandvolunteeringcanalsoboostindividuals’employmentaspirations,nurturingnewskillsinsettingswherepeoplefeelconfidentandempowered.Hiddeneconomicbenefitsoftenresultfromstrongcommunityactivitieswhichprovideinformalservices,potentiallyreducingthedemandonformalstatutoryservices.Thethirdsectorisalsowellpositioned,andoftenstronglycommitted,topromotingsustainableformsofdevelopment.ThisisanimportantresourcefortheAssemblyGovernmentasitstrivestomeetitsstatutorydutytopromotesustainabledevelopment.

4.16Thewords‘local’and‘community’arenowwidelyusedtoemphasisetheimportanceofrespondingtoexperiencesandneedsinplacesandsituationsthatmeanthemostinpeople’sdailylives.Itisoftenatthisverylocal,neighbourhoodandfamilylevelthatthirdsectororganisationscanmakethegreatestdifference.Theiraccessibilityandresponsivenesstoindividualandgroupneedsareamongsttheirgreateststrengths.ItisourintentionthroughthisStrategicActionPlantorecogniseandpromotethesector’sspecialworkatthislevel,andtoencourageotherstodothesame.

6 Improvingsmallscalegrantfundingforlocalvoluntaryandcommunityorganisations,Discussionpaper,YoungFoundation,March2007

“…communities are not without power. Their advocacy may be based on experiences as a resident in a regeneration area or a service user or a victim or survivor of crime. This experiential power provides a source of expertise that professionals or politicians may not have and gives them credibility and legitimacy with the community and possibly with other stakeholders.”

National Evaluation of Community Strategies in Wales, 2006



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4.17CommunitiesFirstisaimedatenablingdisadvantagedcommunitiestohaveagreatersayindefiningtheirneedsandthedesignofservicestomeetthem.Thenextstageoftheprogramme,CommunitiesNext,willdevelopthisstrategywithanemphasisondeliveringoutcomes.Thirdsectororganisationsintheformoflocalcommunityorganisationsandvoluntarysectorbodiesactivelocally,arekeyplayersinthisimportantwork.Forthemandthemanypublicsectoragenciesinvolved,theCommunitiesFirststructureshouldbeusedtoensurethatservicesrespondtotheneedsidentifiedbythecommunityitself.

4.18AlthoughtheCommunityStrategyisformulatedatalocalauthoritylevel,itmustalsorespondtolocalcommunityexperiences,identifyingcommonthemesandmarshallinginter-organisationalandcross-sectoralresourcestoaddressthem.Theinvolvementoflocalpeopleiscentraltothedevelopmentandimplementationofcommunitystrategies.Theyareoftenasourceofuntappedideas,knowledge,skills,experience,energyandenthusiasmwhich,ifrealised,canbearealdriverforchange.Thethirdsectorisoftenbestplacedtoreachandinvolvesuchpeople,especiallythosethatthemainstreampublicsectormayfindhardtoreach.Wewillworktogetherwiththethirdsectortoachievethisengagement,supportingspecialeffortstoinvolveunder-representedgroupssuchasethnicminorities,women,faithcommunities,olderpeople,youngpeopleandchildren,anddisabledpeople.

4.19Wealsoviewthirdsectororganisations,forexampletheCVCs,askeyvehiclesthatcanhelpbuild‘bridging’and‘linking’socialcapital.Weexpectlocalauthoritiesandotherstatutoryagenciestotakeasimilarview,andtoensureeffectiverepresentationofthethirdsectoronpartnershipboardsandinimportantdecision-makingprocesses.Inparticular,localserviceboardsshouldbringtogethertheleadersoflocalorganisationsfromacrossthepublicandthirdsectorstoensurethecitizenfocusedimprovementofjoined-upservices.


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Box3: ConclusionsoftheJosephRowntreeFoundation:

Sustainablelocalcapacityrequires:

astrongbaseofparticipation;

thecapacitytoengagewiththediversityoflocalcommunities;

effectiveleadershipandaccountability;

astrategicactionplanwitheffectivemanagementsystems;and

sustainableresources.

Aresponsiveandengagedpublicsectorrequires:

structuresforneighbourhoodworkingthatarerealtothepeoplewholivethere;

supportandincentivesforofficersandcouncillors;

informalopportunitiesforlearninganddialogue;and

thetimeandcontinuityforchangestoworkandtrusttobebuilt.

Source: Lessons from the JRF Neighbourhoods Programme, 2007

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4.20ThroughourworkwiththethirdsectorandinprogrammeslikeCommunitiesFirstwehavecometorecognisethevalueofcommunitydevelopmentpractice.Farfrombeinga‘quickfix’,communitydevelopmentisaboutbuildinglong-termanddeep-rootedlocalcapacityforchange,andthisusuallytakestime.Italsorequiresopportunitiesforlearningandtheacquisitionofskills,andagrowthinawarenessacrossthepublicandthirdsectors(andfundingbodies),whichiswhywesupportandwillhelptoimplementtheeightrecommendationsintheNationalStrategicFrameworkforCommunityDevelopment.

4.21Thelastfifteenyearshasseenthegrowthofnumerousmulti-functionalcommunityenterpriseandregenerationorganisations.TheycantakeavarietyofformssuchasLeaderand‘menter’groups,developmenttrusts,andtrainingandenterpriseagencies,andareusuallyrunbylocalpeopletomeetarangeoflocalneeds.Theyareoftenrunassocialenterpriseswhichgenerateincomethroughtradingandcontracting,sometimesthroughownershipormanagementofamajorasset.Theyplayauniquerole,recognisedwithincommunitiesandbyexternalagenciesandabletoactasanintermediatebetweentheseagenciesandgrassrootsactivity.Theycandeliverservicesbeyondthecapacityofsmallergroups,operateas

“…no other approach or process can offer the same rich history of experience in enabling the voices of communities to be heard, particularly from those sections of the community that have traditionally been ignored.”

National Strategy for Community Development, 2006



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aplatformforcommunityactivity,facilitatewidercommunityforumsandnetworks,andgeneratewealthforthecommunity.Wewillworkmorecloselywiththemandlocalauthoritiestocreateanenablingenvironmentinwhichthesevital‘communityanchor’organisationscancontinuetogrowtheirservicesandbecomesustainable.

4.22OurNationalActionPlanforaBilingualWales,‘IaithPawb’recognisesthat“the health and energetic development of the Welsh language will be under serious threat if it ceases to be a language that has a strong presence in the community.”Webelievethatthethirdsectorhasanespeciallyimportantroletoplayinsupportinguseofthelanguageatacommunitylevel.WherethirdsectororganisationsaredeliveringpublicservicesitislikelythattheWelshLanguageActwillapply,butevenwheretheprovisionofbilingualservicesisnotastatutoryrequirementmanythirdsectororganisationsaremakingastrongcommitmentthroughtheadoptionofWelshLanguageSchemes,andwewishtoencouragethisapproachbyworkingstrategicallywiththesectorandtheWelshLanguageBoard.

4.23Thedesiretoachievesocialjusticeisakeymotivationinthethirdsector’sworktostrengthencommunitiesofplaceandinterest.Tacklinginequalityandexclusioniscentraltothisapproach,sincetheirexistenceusuallyreflectsmarginalisationanddisempowerment.Wewillworkwiththesectortobuildeffectiveworkingrelationsarounda‘compact’withthenewEqualitiesandHumanRightsCommissiontoenablebothtopromotegoodcommunityrelationsandhelppeopleseekredressiftheyexperiencediscrimination.

Facilitating ‘citizen voice’

4.24MakingtheConnectionshasigniteddebateabouthowcitizenscanbeempoweredtoexertarealinfluenceondecisionmaking.Itsvisionplaces“citizens at the centre”andstatesthat:“every citizen must have the opportunity to contribute to the social and economic life of Wales.”Thismeansmorethanjustoccasionalelections.Itmeansgreaterparticipationandinfluencebycitizensinthewaypublicservicesandinstitutionsrespondtopeople’sneeds.

4.25Our‘OneWales’programmeisbasedontheprinciplesofinclusion,pluralismandfairness,ensuringthatallsectionsoftheWelshpopulationarefullyengagedascitizens.Wewillpromoteandtestnewwaysofpublicengagementthroughparticipativeanddeliberativemethods,andusethemtoempowerpeopletorebuildthesocial,economic,environmentalandculturalfabricoftheircommunities.Insodoing,wewillengagepositivelyandpurposefullywithcommunityrepresentatives,andencourageandsupportelectedrepresentativestoplayaninteractiverolewiththeirelectoratestoinform,challengeandimprovepublicsectorperformance.

“The [citizen] model relies on voice to drive improvement… mechanisms for informing and engaging the public need to be transformed… Engagement with citizens needs to be much more professional, with capacity and expertise shared across local organisations.”

Beecham Review, 2006


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4.26Thirdsectororganisationshaveabigparttoplayinfacilitatinggreatercitizenengagementandinhelpingpeople’svoicesandexperiencestobeheardandtakenproperlyintoaccount.Thesectorhasintrinsicstrengthsinmobilisingcitizensandarticulatingtheirconcerns.Greatervalueconsequentlyneedstobedrawnfromthesector’sexpertiseincitizenengagementandcommunitybasedparticipation.Atthesametime,thirdsectororganisationsshouldalsoconsiderwhethertheyneedtorefineandredoubletheireffortstoengage,involveandempowerpeoplethroughtheiractivities.

4.27InDeliveringBeyondBoundarieswemadeitclearthatthethirdsectorshouldbehelpedthroughthisStrategicActionPlantodevelopanenhancedroleascitizens’advocatesandprovidersoffrontlineexpertisetoinformpolicyandservicedelivery.BuildingonthisinASharedResponsibility,wesaidwewouldseekmeasure-makingpowerstoenablelocalauthoritiestoco-optmembersofotherorganisationsontoscrutinycommittees,withthediscretiontogivethemvotingpowers.Weenvisagethatsuchco-optionswillincludemembersofthirdsectororganisations,especiallypeoplewithestablishedexpertiseorwhoarerecognisedascommunityleadersinspecificareas.Thiswillenhancetheinvolvementofthethirdsectorinscrutinyprocessesandgeneratethe‘challenge’advocatedbyBeechamasoneofthekeydriversofserviceimprovement.

4.28Thirdsectororganisationsofferaccesstocitizensasusersandvolunteers,andenabletheircollectiveanduniquelyinformedvoicestobeheard.Thisincludesgroupsthatarehardtoengageordisadvantaged,particularlypeoplewhoareexperiencingpoverty.Werecognisethatitismoredifficultforthosevoicestobeheardwherethirdsectororganisationsareweakandunder-resourced;wheremembersandbeneficiarieslackconfidenceinspeakingout;andwheredecisionmakersorserviceprovidersareresistanttolisteningorareunresponsive.

4.29Wewouldliketoseeverylocalcommunityorganisationsbecomingstrongerandmorejoinedupsotheyprovideamoreeffectivechannelthroughwhichpeoplecaninfluencedecisionsonpublicserviceprovision.CommunitiesFirstpartnerships,CVCsandcommunityandtowncouncilsallhaveanimportantroleinhelpingtoachievethis.

4.30Increasingly,publicservicesarebeingprovidedonacollaborativebasisandbeyondasinglelocalauthority’sboundaries.Asaresultwewanttoensurethatlocalcommunityorganisationscanconnecteffectivelywithservicesattheselevelssothatcitizens’voicescaninfluencepowerfulinstitutionalagendas.WearethereforeworkingwithourpartnerstoensurethatthethirdsectorcanfullyparticipateinLocalServiceBoards,CommunityStrategiesandSpatialPlanGroups.

4.31Betterpublicengagementisanimportantpartofour‘OneWales’programme.Werecognisethatpeoplearenotjustpassiveconsumersbutareincreasinglyinterestedinplayinganactivepartindiscussionsthatwillinfluencethetypesofservicestheyreceiveandthekindofcommunitiesinwhichtheyliveandwork.Wearepreparingastrategicpolicystatementonpublicengagementacrossallpublic



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servicesthatwillincludeasetofcorestandardsandsourcesofpracticalsupportforcitizens,facilitatorsandpublicofficialstomakeitworkmuchmoreeffectively.

Box4: ScottishNationalStandardsforCommunityEngagement:

Identifyandinvolvethepeopleandorganisationswithaninterestintheengagement.

Identifyandovercomeanybarrierstoinvolvement.

Gatherevidenceoftheneedsandavailableresourcesandagreethepurpose,scopeandtimescaleoftheengagementandtheactionstobetaken.

Agreeandusemethodsofengagementthatarefitforpurpose.

Agreeanduseclearproceduresthatenabletheparticipantstoworkwithoneanother.

Ensurethenecessaryinformationiscommunicatedbetweentheparticipants.

Workeffectivelywithotherswithaninterestintheengagement.

Activelydeveloptheskills,knowledgeandconfidenceofalltheparticipants.

Feedbacktheresultsoftheengagementtothecommunityandagenciesaffected.

Monitorandevaluatewhethertheengagementhasmetthesestandards.

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4.32Enhancingandfacilitatingopportunitiesforacontinuousdialoguewithcitizensrequiresskillandanunderstandingofappropriateprocesses.Tohelpspreadbestpracticeandraisestandardsacrosstheboard,wewillprepareaGoodPracticeCodeforPublicConsultations.Wewillseektheassistanceofthepublic,privateandthirdsectorswiththistask,andpayparticularattentiontowaysinwhichtheviewsofthemostmarginalisedinsocietycanbebetterheard.

4.33Chapter4oftheVoluntarySectorSchemedescribesthewayweconsultwiththethirdsector.Morerecentlywehaveacceptedthataperiodof12weeksshouldbetheminimumforconsultations.IntroductionofourPolicyGatewayhasfurtherrefinedourapproach,andenablesustoformallyinvolvethirdsectorparticipantsinthepolicydevelopmentprocess.ToshowleadershipanddisplaybestpracticeeveryAssemblyGovernmentdepartmentwillclarifypubliclyhowitwillworkwiththethirdsectortoenhancetheinfluenceof‘citizenvoice’onthedepartment’sprioritiesandmethodsofworkinfuture.

“Apart from the courses offered by Participation Cymru, there are no specific community/public engagement training or education courses available in Wales, although some consultancies in Wales offer tailored training.”

Wales Centre for Health, 2006


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4.34TheGovernmentofWalesAct2006hasstrengthenedthepowersoftheNationalAssemblyandtheAssemblyGovernmenttoshape‘madeinWales’policiesandtobackthemwherenecessarybylegislation.Therearealsoopportunitiesformoredirectinvolvementinscrutinisingourperformanceandthatofotherpublicbodies.Werecognisethatthethirdsector’sknowledgeandexpertise,anditsclosecontactwithcitizens,especiallythemostdisadvantagedandmarginalized,makeitacrucialplayerifthesenewdemocraticmechanismsaretoproveeffective.

4.35Totrytoevaluatethedegreetowhichalltheseactionsgenuinelyimprovecitizenengagementovertime,wearecurrentlydevelopinganewapproachtomeasuringcitizens’satisfactionwiththepublicservicestheyreceive,andthedegreetowhichtheyfeelinformedandinvolved,andabletoinfluencelocalandnationaldecisions.Wearealsodevelopinganevaluationtooltobeusedtoassesstheeffectivenessofengagement,onacasebycasebasis.Thesemeasureswillallowustojudgethesuccessofenhanced‘citizenvoice’togetherinauniformway,andtoassesswhatworksbest.

Accelerating social enterprise

4.36Asbusinesses,butpartofthethirdsector,socialenterprisesengageintradingorcontractingtocreatesurplusestoreinvesteitherwithinthebusinessorinitswidersocialorenvironmentalmission.Socialenterprisesofferarangeofservicesandspanawidediversityoforganisationsincludingbusinessestradingentirelyincommercialmarketstoonesdeliveringpublicservicesviacontractswiththepublicsector.Theyall,however,offeranalternativewayofdoingbusinessthroughamodeldrivenbysocialand/orenvironmentalobjectives.Thismodelcanachieveanumberofoutcomessimultaneously,suchasfulfillingsocialandenvironmentalneeds,increasingenterpriseactivitylocally,regeneratingcommunities,improvingpublicservices,developingpeopleandpromotingethicalmarkets.

“The Assembly will build consultation into plans for policy development… [and] … will undertake consultation at a sufficiently early stage… so that the resulting proposals are in line with current experience and thinking in the field and avoid incorrect assumptions and misunderstandings at later stages.”


“A social enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders or owners.”

Social Enterprise Strategy for Wales, 2005



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4.37Itisimportanttorecognise,however,thatwhilesomesocialenterprisesaresetupasbusinessesfromtheoutset,othersmaystartoutascommunityorvoluntaryorganisationsthatrespondtoalocallyidentifiedneedanddeviseasocialenterprisesolutiontomeetpartorallofthisneed.Thereisthereforeagreatrangeofsituationsinwhichasocialenterprisemethodcanbeappliedwithinthesocialeconomy7.Ourstrategytoacceleratesocialenterpriseconsequentlyrecognisesthisrangeby:

creatingaclimateinwhichfully-fledgedsocialenterprisescanthriveandgrow;and

providingsupporttoallthirdsectororganisationsinterestedindiversifyingtheirincomestreamsthroughenterpriseandtradingactivities.

TheAssemblyGovernment’saimsforsocialenterpriseare:

thecreationofanenvironmentthatencouragesnewsocialenterprisesandcapitalisesonopportunitiesforgrowth;

theestablishmentofintegratedsupportforthesectorinvolvingmainstreamandspecialistagenciesleadingto;

thecreationofathrivingsocialenterprisesectorinWales.

TheobjectivesofourStrategyare:

creatinganenablingenvironmentbyco-ordinatinggovernmentactionandpolicy;ensuringthatlegalandregulatoryissuesdonothinderdevelopmentofthesector;andincreasingtheinvolvementofsocialenterprisesindeliveringpublicservices;

makingsocialenterprisesbetterbusinessesbyensuringahighlevelandqualityofsupportforsocialenterprises;andsecuringappropriatefinanceandfundingtoenablethesectortogrow;

establishingthevalueofsocialenterprisesbydeterminingthesize,strengthandspreadofthesector;recognisingsuccessandpromotingthesector;andhelpingsocialenterprisesto‘prove’theirvalue;

encouragingthedevelopmentofnewopportunitiesbysupportingspecialistnetworks;supportingthedevelopmentofclusters;andlinkingtoregenerationprogrammes.

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4.38SteadyprogresshasbeenmadeagainstthepackageofactionsidentifiedintheSocialEnterpriseStrategy,andwiththesupportofourpartners8wenowwanttoaccelerateitsimplementation.Inparticular,wewishto:

gainaclearerpictureofsocialenterpriseactivityacrossWalesthroughadetailedmappingexerciseconductedwiththeassistanceofourpartners;

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7 Putsimply,the‘socialeconomy’isthatpartoftheoveralleconomygeneratedbythethirdsector(seedefinitionat3.8).

8 TheSocialEnterpriseJointWorkingGrouphasenabledtheAssemblyGovernmenttoworkcloselywithkeypartiesincludingmembersoftheSocialEnterpriseNetworkandpractitionersinthefield.


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createaninclusivebodytoactasarepresentativevoiceforsocialenterpriseactivityinWales,andaforumthroughwhicheffectiveworkingrelationshipscanbeforgedtosupportthefullrangeofsocialenterprisesituations;

formastructureofregionalnetworkstoenablesocialenterprisestolearn,shareandtradetogetheronaregularbasis;

establishandhelpfundanintegratedsocialenterprisesupportservicethatassignsappropriaterolestothirdsectorgenericandspecialistsupportorganisations,andincludeslinkswithmainstreambusinesssupportservices;

strengthentheframeworkoffinancialandassetrelatedsupportavailabletonewandexpandingsocialenterprisebusinesses;

promotegreaterawarenessofsocialenterpriseasacareeroptionandasamechanismforsocialandcommunityregeneration;and

clarifyhoweachAssemblyGovernmentdepartmentwillworkwiththethirdsectortopromotesocialenterprisesolutionsthatsupporttheirobjectives.

4.39Thebusinesssupportneedsofsocialenterpriseswillvarydependingontheiractivitiesandwillchangeastheypassthroughdifferentstagesofdevelopment.Fledglingsocialenterprisesmayrequiresympatheticsupportincludingalotofhandholding,mentoringandencouragement.Thefurtheralongtheenterprisescaletheyprogress,themoreakintomainstreamSMEstheirsupportneedsbecome.ResearchbyRocketScience9haspinpointedsomebarriersthatlimittheavailabilityofmainstreambusinesssupportservicesthatcouldotherwisehelpsocialenterprisesimprovetheirperformance.Theseincludeevidencethatsocialenterprisesarereticenttoaccessmainstreamsupport,ashortageoffirsthandexpertise,difficultiesgettingmainstreamandspecialistsupportservicestoworkinpartnership,andapoorunderstandingofthescaleofsocialenterpriseactivitiesinanareaandofthesupporttheyneed.

4.40Inresponsetothis,theAssemblyGovernmentisworkingwiththeSocialEnterpriseNetworktobettermatchthebusinesssupportservicetothethirdsector’sneeds.SocialenterpriseswiththepotentialforgrowtharealreadyabletoaccessGeneralSupportforBusiness,AccountManagement,MentoringandSpecialistSupport.Seminarshavealsobeenheldwithsocialenterprisesinrelationtoprocurementandtendering,withworkfocusingonraisingawarenessofsuccessfulcontractingexperiences,andtheguidanceavailabletopotentialcontractors.RegionalnetworkingofthirdsectorbodiesinterestedinsocialenterpriseisalsobeingfacilitatedwiththeaimofreplicatingtheNorthWalesSocialEconomyNetworkintheotherregionsofWales.

4.41Housingassociationsarealsoanimportantpartofthethirdsector.Overthelast25years,thehousingassociationmovementhasgrownrapidlythroughamixofnewdevelopmentandlarge-scalestocktransferfromlocalauthorities,andthey

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9 Mappingregionalapproachestobusinesssupportforsocialenterprise,CabinetOffice2007



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areamongstthefastestgrowingthirdsectororganisations.Theyrepresentsomeofthemostmatureandfinanciallysustainablesocialenterprises,dueinlargeparttothesizeofthehousingassetsthattheyownandmanage.Theyarewellplacedtoassistwithpublicengagementandcommunityempowerment,toactasdeliveryagentsforsocialinclusioninitiativessuchasdebtmanagement,andtoprovidebackofficeservicesforotherpartsofthethirdsector.Crucially,theycanraisecollateraltoresourceprojectsusingthestrengthoftheirfinancialassets.

4.42Insomeareas,localauthoritiesmayseektoimprovetheirhousingstockandtoachieveour“WelshHousingQualityStandard”byballotingtheirtenants,andtransferringtheirstocktooneormoreRegisteredSocialLandlords(housingassociations),providedtenantsvoteinfavour.Wherethisoccurs,thereisconsiderablepotentialfortheseorganisationstopromotecommunityregenerationandcommunityenterprise,giventheirabilitytoraiseloanfinanceusingtheirassetbase.InsuchsituationsthereissignificantinwardinvestmentandtheAssemblyGovernmentwillreviewtransferproposalstoensurethatthebenefitsoftheinvestmentaremaximisedforthelocalcommunity.

4.43Otherareasinwhichsubstantialgrowthinsocialenterprisecouldbeachievedincludechildcare,carefortheelderly,wastemanagementandrecycling,energyefficiencyandsmallscalegeneration,communitytransport,trainingandspecialneedsemployment,andgreenandethicaltrading.WewillrequireeachAssemblyGovernmentdepartmenttoidentifyopportunitiesforsocialenterprisesolutionswithinitsfunctionalarea,andwewillencourageotherpartsofthepublicsectortodolikewise.Wewillalsocontinuetostrengthenpromotionofsocialenterpriseunderstandingthroughtheeducationsystemandthroughgeneralawarenessandtraininginitiatives.

4.44OurSocialEnterpriseStrategywasinformedbysomeresearchwecommissionedtoassessthesizeandscopeofsocialenterpriseactivityinWales.Howeverweneedtoknowmoreaboutitsnature,dynamicsandscale,itsroleineconomicproductivity,itscontributiontothedeliveryofpublicservicesanditssocialandenvironmentalbenefits.Morealsoneedstobeknownaboutitsinvestmentandfinancingneeds,includingtheopportunitiesforassettransfersfromthepublicsector10.WewillbuildthisvitalevidencebasethoughamappingexerciseandbycontributingtoaUK-wide,longtermstudybeingconductedthroughtheEconomicandSocialResearchCouncil.Drawingonthisevidenceandtheachievementsofrecentyears,wewillreviewandupdateourStrategyduringthecurrentgovernmentterm.

10 Makingassetswork:TheQuirkReviewofcommunitymanagementandownershipofcommunityassets,May2007.


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Personalising public services

4.45Ourstrategyforcitizen-centredservicesrequiresustoworktogethersothatboundariesbetweensectors,organisationsorprofessionsdonotstandinthewayofmeetingpeople’sindividualneeds.ThetransformationweareseekingtoanintegratedpublicserviceforWalesenvisagesasignificantroleforthethirdsectorworkinginpartnershipwiththepublicsectortoperformtherolesinwhichitisuniquelywellplacedtoexcel.

4.46Ourstrategyforachievingmuchimprovedservicedeliveryandcitizenexperienceofserviceswillfocusonthreekeyareasofdevelopment:

tocreateanewapproachtolocalgovernanceofpublicservicedeliveryintheformoflocalserviceboardsandlocalserviceagreements;

todevelopavibrantandeffectivecross-sectormodelofscrutiny;and

toproduceexcellentlocalandnationalinformationoncitizensatisfactionandpublicsectorperformance.

4.47Thethirdsectorhaslongplayedanimportantroleinprovidingpublicservices,identifyingneeds,campaigningforchangeanddevelopingdynamic,innovativesolutions.Socialenterprisescanalsocombineabusinessbasedapproachwiththeprovisionofpublicservices.Thebestorganisationshaveastrongfocusontheneedsofserviceusersandtheknowledgeandexpertisetomeetcomplexpersonalneedsandtackledifficultsocialissues.Theyareflexible,offerjoined-upservicesandarepreparedtoinnovate.

4.48Thethirdsector’softencloserelationshipswiththeusersofitsservicescanhelpittopromote‘co-production’ofoutcomes,wherebeneficiariesareequalpartnerswithprofessionalsintransformingservicestosuittheirneeds.Byfunctioningasintermediariesbetweenpeopleandpublicservices,thirdsectororganisationscanoftenimprovetheinteractionbetweenthetwo.Thiscanhelpdriveinnovation,givepeopleademocraticvoiceandencourageactivecitizenship.Thethirdsectorcanalsopromoteaccountability,byprovidingachallengeandadvocacyroleonbehalfofcitizensatthemarginsofsociety.

4.49However,apartnershipapproachisvitalbecausecommunitieswithmultipledisadvantagesmaynothavethecapacityorenergytocreate‘communityowned’servicesveryquickly,andtheremaybefewestablishedthirdsectororganisationsavailabletoassist.LocalServiceBoardsmaythereforeneedtoworkstep-by-step

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There must be “…a willingness to consider new ways of providing services, including an increasingly mixed economy of provision, with the potential for a greater role for the third sector in delivery”.

Delivering Beyond Boundaries



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towardsa‘mixedeconomy’ofserviceprovisionbyhelpingbuildupthecapacityofthethirdsectorwhilstensuringthecontinuityofstatutoryservicesthroughthepublicsector.

4.50Greaterinvolvementofthethirdsectorwillthereforebeaboutharnessingitsdistinctivestrengthsandexpertisetotransformtheresponsivenessandreachofpublicservicestomeetcitizens’personalneeds.Webelievethethirdsectorisinaparticularlystrongpositiontoprovidefrontlineserviceswhen:11

usershavemultipledisadvantages,requiringaco-ordinatedportfolioofservicesfromaninformedprovider;

theserviceneedstobedirectedatsectionsofthecommunitythathavebeenexcludedfromtraditionalserviceprovision;

theserviceistargetedatuserswhoarelikelytomistrustbusinessesorstateproviders;

theserviceislabour-intensive,wheretheflexibilityandcommitmentofvolunteerscanbeanasset;

theneedsofserviceusersarehighlyvariable;

thequalityofservicerequiredbyprocurersisdifficulttospecify,measureandmonitor;and

whereprocurersareunsureoftheexactservicerequired,andareseekinginnovativeproposals.

4.51People’smultipleneedscanoftenbecomplicatedandintertwined,makingitdifficulttotacklethemseparately.Thirdsectororganisationstendtofocusonoveralloutcomestoclientswhomaythemselvesbeintimatelyinvolvedintheorganisation’sactivities.Theycanalsogeneratewiderbenefitssuchaspublicengagement,buildingtheskillsandexperienceofvolunteers,keepingmoneyandresourcescirculatinglocally,andstrengtheningtrustwithinthecommunity.

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11 Source:HMTreasuryCross-CuttingReview:TheRoleoftheVoluntaryandCommunitySectorinServiceDelivery,2002.


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Oneoftheimportantadvantagesofthirdsectororganisationsistheirabilitytoengageclientswithmultipledisadvantageswhichcanpreventthemengagingwith‘traditional’serviceproviders:

financial disadvantage:clientslackthemoneytopurchaseservicesfromtheprivatesector;

personal disadvantage: clientscannoteasilyarticulateacoherentpreferenceaboutwhatservicestheyrequire(e.g.userswithlearningdifficulties,mentalhealthproblems,childrenorolderpeople);

social disadvantage:clientsare‘blamed’orstigmatisedbysociety,whichcanstopservicestheyrequirebeingdirectedtowardsthem;

community disadvantage:clientsarelivinginacommunitywheremarket,politicalandcivilstructureshavebrokendown.

Unlikethirdsectorproviders,thoseinthepublicsectorareoftenunabletodealwithmorethanonedisadvantageandthoseintheprivatesectorareconstrainedbytheabilitytopay.

Source: Billis and Glennerster, 1998

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4.52Theroleofthethirdsectorwillbehugelyimportantindeliveringthisneworderofpartnershipworkingandweexpectlocalserviceboardstorecognisethesector’sroleinfacilitatingandsupportingpublicengagement,deliveringandtransformingpublicservicessothattheyaregenuinelycitizen-centred,andbringingthedirectexperienceofcitizensandserviceusersintothescrutinyprocess.Thisworksbestwhenthepublicandthirdsectorsworktogether,ratherthanincompetition.Thethirdsectorhasakeyroleinsupplementingandcomplementingpublicsectorprovision,soasto‘addvalue’.Wethereforeexpectthethirdsectortobefullyandeffectivelyrepresentedonserviceboards,andwewillhelpbuildthecapacityofthesectortoensureithastheweighttoactasaneffectivepartner.

4.53Thethirdsectorcanalsoimprovepublicservicesbybeinginvolvedintheirdesign,commissioningandevaluation.Groupssetupby,orinvolvingpeoplewhousepublicservicesshouldplayanactivepartinshapingimprovementstothoseservices.Theyshouldbeabletodothisinwaysthatdonotprejudiceopportunitiesforthethirdsectortodeliverimprovedservices.WeenvisagetheCVCsplayinganimportantfacilitatingrole,ensuringthataconstructivedialoguetakesplacewiththewiderthirdsectorandcitizenslocally.



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Carmarthenshire Twilight Service:

ThethirdsectorisaidinglocalA&EdepartmentsinCarmarthenshirethroughanewprojectaimedatpreventingunnecessaryhospitaladmissionsandenablingearlierdischargefromhome.The“Twilight”projectistheproductofexcellentpartnershipworkinginCarmarthenbetweenthelocalLHB,NHSTrust,LocalAuthority,CarmarthenshireAssociationofVoluntaryServices(CAVS)andMenterCwmGwendraeth,whomanagetheproject.

TheTwilightServiceisaimedatpeopleaged50yearsandoverwhopresentatA&EdepartmentsacrossCarmarthenshireduringthe“twilight”hoursof5pmandmidnight.Theprojectteamwillsupportpatientswhoaremedicallyfitfordischargebutareunabletodosoduetolittleornosocialsupport.Thesupportworkerswilltakethepersonhome,settlethemandensuretheyaresafe.Inaddition,theywillco-ordinateadditionalsupportservices,forexamplefromtheBritishRedCross,whowillprovidehelpandsupportthefollowingmorning.

Itishopedthattheservicewilleventuallyrun24hoursaday,sevendaysaweekasasocialenterprise.Italsoaimstoincreasesocialsupportwithincommunities,promoteselfcareandindependenceforolderpeopleandincreasehealthprofessionals’andcommunities’awarenessofthirdsectorsupportservicesavailablethroughtheformationofanextensivedatabase.

4.54Publicserviceprocurementrulesandpracticeshavebeenidentifiedasbarrierswhichpreventthirdsectororganisationscompetingsuccessfullyforcontracts.Asaresultwearepursuingarangeofinitiativesincludingraisingthethirdsector’sprofilewithprocurersviaValueWales,helpingthesectortakebetteradvantageoftenderopportunities,andidentifyinghoworganisationscanworktogethertoincreaseefficiency,suchasbysharing‘back-office’services.WeproposetotakethisworkforwardthroughtheThirdSectorProcurementGroup(reportingtotheVoluntarySectorPartnershipCouncil(VSPC)andSocialEnterpriseJointWorkingGroup)andbyissuingarefreshedversionofour‘OpeningDoors’Charter,outlininggoodpracticeintheprocurementofservicesfromthethirdsector.

4.55Wearealsoawarethatthedrivetowardsgreaterfinancialefficiencycouldleadtotheawardofbiggercontractswhichmaypresentproblemsforsmallorganisations.Itisimportantthatsmallspecialistbodiesorlocalgroupsclosetothecommunitiestheyservearenotsqueezedoutofthedeliverymarket.Wewilltrytoincentiviselarge,wellresourcedthirdsectororganisationstoformworkingpartnershipswithsuchsmallbodies,withtheoneofferingcapacityandtheotherlocalengagement.Wewillalsoadoptaflexibleapproachusingbothgrantsandcontracts.


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Third Sector Delivery of Public Services can be Achieved Through:

Grants: fundingthatcanbeprovidedbytheAssemblyGovernmentandotherpublicbodiesasameansofofferingfinancialsupporttothirdsectororganisationstoenablethemtoundertakeactivitiestheywishtosupport.Grantsmaybeaimedatassistingwiththecorecostsofrunninganddevelopinganorganisationormorespecificallytohelpitcarryoutaparticularprojectorservice.Thegrantgiverisnotcontractingforaservicethatformspartofitsownbusiness.

Procurement: theacquisitionofgoodsandservicesfromthirdpartysuppliersunderlegallybindingcontractualtermswherealltheconditionsnecessarytoformalegalcontracthavebeenmet.Suchacquisitionsareforthedirectbenefitofthecontractingauthority,necessaryforthedeliveryofitsserviceorfortherunningofitsownbusiness.

4.56Thirdsectororganisationsdeliveringpublicservicesareoftenabletogenerate‘addedvalue’,suchasconfidence-building,user-ownership,employabilityskillsandenvironmentalenhancements.TheNewEconomicsFoundationiscurrentlydevelopingamodelforcommissioningpublicservicesfromthirdsectorprovidersthatbuildseconomic,socialandenvironmentaloutcomesintotheprocurementprocessusingsocialclauses.Inaddition,theOfficeforNationalStatisticsistryingtodesignatoolthatservicecommissioningauthoritiescanusetoassessandmonitortheperformanceofpublicservicesdeliveredbythirdsectororganisationsinawaydirectlycomparablewithpublicorprivatesectorproviders.Wewillkeepabreastofthesedevelopmentsandconsidertheirfutureintroduction.

4.57Acitizen-centredapproachrequiresindividualsandgroupstohaveaccesstogoodqualityinformation,adviceandsupportontheirrightsandresponsibilities.Thethirdsectorofferstheseservicesinauniquelyindependentwaythatcentresonpeople’sneeds.Thereisagreatdiversityofsuchadviceandadvocacyservices,buttheirprovisionacrossWalesispatchy.Werecognisetheneedforastrategicapproach,especiallywheresuchservicesarethreatenedbytighteningstandards,regulationsandresources.Assetoutin‘OneWales’wewillworkwiththethirdsectortoachieveamoreuniformanddependablerangeofadviceservices,sothatcomprehensivebenefitadviceisavailableinalllocalauthorityareas.

4.58Werecognisethatenhancingthethirdsector’sroleinpersonalisingpublicserviceswillrequirefurtherinvestmentincapacitybuilding.Severalgrantprogrammesandschemesarealreadyhelpingtoenhancethesector’sperformance,butwewouldliketoacceleratethisbyintroducingathirdsector‘InvesttoServeFund’.Thisfundcouldbeusedto:

modernisebusinessmanagementsystems;

raisetheskillsoftrustees,staffandvolunteers;

improvebusinessmanagementandtenderingexpertise;

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developsharedworkingarrangementstoimproveefficiencies;

introducequalityassurancesystems;

betterinvolvemembers/volunteers/beneficiariesinservices;

workacrosspublicserviceboundaries.

4.59Wewillseekresourcestocreatethisfundoverthenext12months,perhapsthroughtheutilisationofthebankingsector’sunclaimedassets12.Weenvisageusingthefundtoprovidecapitalgrants,revenuegrants,loans,oramixofeach.WewillconsultonthetermsofthefundwhichwillbeopentolocalandnationalorganisationsthatmeettheAssemblyGovernment’seligibilitycriteria.

Cardiff Ethnic Minority Communities’ Physical Activity Challenge

TheSportsCouncilforWaleswasconcernedthattakeupofitsgrantsprogrammeswasnotbenefitingethnicminorities.ThroughitsinvolvementwiththeCommunitiesFirstEthnicCommunitiesPartnershipitgainedaclearerideaofhowtodesignaprogrammethatremovedsomeofthebarrierstoengagement.ItdrewontheexpertiseofthirdsectorbodiessuchastheSouthRiversideCommunityDevelopmentCentreandVoluntaryActionCardifftoensurethatnewsaboutthespecialprogrammereachedethnicgroupswhoweregiventhetimeandsupporttopreparetheirapplications.

AsteeringgroupbringingethnicminorityandothercommunityrepresentativestogetherwiththeSportsCouncil,CommunitiesFirstandCardiffCountyCouncilassessedtheapplications,approvingteninnovativeschemeswiththepossibilityofapprovingothersinfuture.TheprocessallowedtheSportsCounciltodevelopexcellentworkingrelationswithseveralcommunity-basedorganisationsandtobetterunderstandwaysofengagingwithethnicminorityorganisations.

4.60Incontractingservicesfromthirdsectororganisations,publicsectorprocurersshouldapplytheprinciplesof‘fullcostrecovery’,asendorsedbyHMTreasury13.Thethirdsectorshouldnotbeviewedasacheapformofout-sourcing.Serviceprovidersshouldbeabletorecovernotonlytheirdirectservicecostsbutalsoanappropriateproportionoftheirorganisation’soverheads.Fullcostrecoveryshouldincreasethechancesthat:

serviceswillnotfailbecauseofunder-resourcing;

organisationalsustainabilityisimproved;

coreskillsaredevelopedandretained;and

providerstakeaccountofthetruecostsoftheirservice.

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12 The2005Pre-BudgetReport(PBR)announcedthecommitmentoftheUKGovernmentandthebankandbuildingsocietysectortodevelopaschemetoaccessgenuinelyunclaimedassetslyingdormantinaccountsandreinvestthemtothebenefitofsociety,whilstretainingarightforcustomerstoreclaimtheirassetsatanytime.

13 ImprovingFinancialRelationshipswiththeThirdSector:GuidancetoFundersandPurchasers,HMTreasury,May2006.


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4.61Overtheyearsanumberofpracticeshavedevelopedbetweenpublicsectorcommissionersandthirdsectorproviderswhichnowneedtobechallenged.Theseinclude‘restrictedfunding’arrangementswhichpreventprovidersfromspendingmoneyoutsidestrictlydesignatedpurposes.Thisisadisincentivetothemakingofefficiencygainsandisanunacceptableencroachmentontheautonomyofindependentorganisations.Likeanyotherprovider,athirdsectorbodyshouldbeabletobidforacontractonthebasisofprice(i.e.cost-effectivenesstothecommissioner).Toensureafairplayingfield,thelevelofrequireddisclosureonpricinganditsrelationtocostsmustbeconsistentacrossallpotentialprovidersfromwhateversector.Onceacontracthasbeenawarded,performanceshouldbejudgedonoutputs,outcomesandtheimpactoftheservicedelivered.

Gypsy & Traveller Consultation Project

ThirdsectororganisationPlanningAidWaleshasbeencommissionedbytheWelshAssemblyGovernmenttoconsultwithGypsyandTravellercommunitiesonthedraftcircular‘PlanningforGypsyandTravellerCaravanSites’.Theconsultationphaseisnowcompleteandvolunteersarehelpingwiththepreparationofacollectiveconsultationresponseonbehalfofthetargetgroup,includingrecommendations.Thetravellerconsultationworkhasgeneratednewcases,andmorearelikelytofollow.ThechallengenowistodevelopPAW’scapacitytohelpthismarginalisedandoftendiscriminated-againstgroup.ProjectpartnershaveincludedtheSouthWalesRaceEqualityCouncil,Travellers’AidTrust,Travellers’SchoolCharitableTrust,SavetheChildrenandtheCommissionforRacialEquality.

4.62ToensurethattheAssemblyGovernmentshowsleadershipanddisplaysbestpracticeindevelopingcitizen-centredservices,everydepartmentwillclarifypubliclyhow,withinitsfieldofactivity,itwillworkcollaborativelytoenhancethethirdsector’sroleinthedesignanddeliveryofpublicservices.



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5 Frameworks for empowerment

5.1IfthirdsectororganisationsaretorealisetheirfullpotentialtocontributetoabetterWales,theenvironmentinwhichtheyoperatemustallowthemtothrive.TheAssemblyGovernmenthasadutytocreateasupportiveenvironmentandwillunderpinthefivecitizen-focusedobjectivesbythreesupportingframeworksthroughwhichwewill:

(i) strengthenthepracticalmeansandmechanismsofpublic/thirdsectordialogue,sharingandcollaborationateverylevel;

(ii) sustainandenhancetheexistinginfrastructureofgenericandspecialistsupportavailabletothethirdsector;and

(iii) workwiththissupportinfrastructuretohelpthesectorraisethequalityandreliabilityofitsperformance,andextenditsimpact.

Strengthening public/third sector engagement

5.2Atthefourconsultationeventsheldtoconsiderthedraftversionofthisdocumentwewereheartenedbytheenthusiasmshownbybothpublicandthirdsectorparticipantstoachieveastrongandcomplementarycross-sectoralrelationship.Providedeachsideinthisrelationshipvaluesandrespectstheotherinactionsaswellaswords,thereisagreatopportunitytoforgemoreeffectivepartnershipsthatcombinethedistinctivestrengthsofeachsector.

5.3OurrelationshipwiththethirdsectoratthenationallevelisfacilitatedthroughouruniqueVoluntarySectorScheme.Thiswasjudged“still fit for purpose”whenitwasreviewedbyanIndependentCommissionin2003/4,butpreparationofthisStrategicActionPlanhassuggestedthattheoperationoftheschemeshouldbemorefocusedandeffectiveinfuture.Aswellasensuringbalancedrepresentation,itsstructuresandprocessesneedtoenableanaction-baseddialoguebetweenthesectorandtheAssemblyGovernmentthatwillresultinbeneficialoutcomesforcitizens.Neithersideinthisdialogueshouldeverbesatisfiedwitha‘talkingshop’.

5.4Wewillthereforefocusonimprovingthewaytheschemeoperatesinpractice,usingtheStrategicActionPlantostructureourapproach.WewouldliketoseetheVSPCgeneratingstrategicleadershiparoundthefiveactionareasoutlinedinthepreviouschapter.Itshouldbeusedtoexploreideasandexperiencesofpublic/private/thirdsectorengagementinandbeyondWales.Itshouldalsobeactionandoutcomeorientated,formingthemeansthroughwhichsmalltaskandfinishgroups

“The Voluntary Sector Scheme has put Wales in the forefront of government-voluntary sector partnerships, and has drawn international interest and acclaim.”

‘Civil Society, Civil Space’, WCVA, 2003


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candevelopsolutionstothemostpressingstrategicchallenges.Wewillalsofacilitateoccasionaldialoguebetweenallthreeofoursectoralpartnershipcouncils.

5.5Thesameoutcomes-orientatedapproachneedstobedevelopedinthebi-annualMinisterialmeetings.Asaconsequence,eachdepartmentshouldexploreandagreewithrelevantthirdsectororganisations,perhapsusingan‘actionlearning’framework,theactionsthatcanbetakentopromotedepartmentalobjectivesandworkstreamsthrough:

increasedappropriateuseofsupportedvolunteers;

greatersupportforcommunitydevelopmentapproaches;

moreresponsivedialoguewithcitizensandusers;

promotionofsocialenterprisesolutions;and

anenhancedthirdsectorcontributiontopublicservicedesignanddelivery.

Progresswiththeseactionsshouldbereviewedannually,withfurtherappropriateactionsidentifiedfortheyearahead.

5.6Thisfocusedprogrammeofwork,whichwillneedtoidentifychallengingtargets,appropriateresourcesandimplementationmethods,willfosteranoutcome-basedrelationshipbetweeneachdepartmentandthethirdsector.Ministerialmeetingswillmonitorprogress,highlightsuccesses,identifysolutionsinareasofweakness,andagreenewtargetsandventuresastheprogrammerollsforwards.

5.7Thiscross-governmentalworkwillbesupportedbyaneffectiveThirdSectorGroupcombiningacriticalmassoffunctionsspanningallfiveabovefields.TheGroupwillfacilitatejoinedupworkingandmonitorinternalcompliance,whilstpromotingthesameacrossthewiderpublicsector,ensuringthattheVoluntarySectorSchemeattainsanequalstatuswithotherstatutorycross-cuttingthemes.AttheUKlevelwewillseekcompliancebyWhitehalldepartmentswiththetermsoftheschemethroughour‘concordats’withthem.Wewillalsoplayanactiverole,alongsidethesector,ininfluencingideasandnewdevelopmentsattheUKlevel.

5.8Wealsoexpectlocalauthorities,AGSBsandotherpublicagencies,includingthehealthsector,torespondequallypositivelytotheproposalsinthisdocumentforstrongerpublic/thirdsectorengagement.Inparticularweview‘Compacts’,backedupbyeffectiveJointLiaisonCommittees,tobekeyvehiclesthroughwhichthisengagementcanbefacilitated.SomeLocalCompactsarenowbringinglocalauthorities,healthagenciesandthepoliceservicetogetherindialoguewiththethirdsector,andthisisatrendwewishtoencouragegiventhatLocalServiceBoards,SpatialPlanningPartnershipsandotherstrategicpartnershipsallrequireflexiblecross-boundarycollaboration.Compactsarevaluableinclarifyinghowthiscollaborativeapproachshouldworksmoothlyinpractice.

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5.9Weconsequentlyexpecttoseeaprogressivestrengtheningofeffectivecompactworkingatlocal,regionalandnationallevels.ThisshouldincludetheadoptionoflocalandregionalCodesofPracticeforFunding,toconformwiththeprinciplesintheAssemblyGovernment’sownCode.TheMinisterresponsiblefortheVoluntarySectorSchemewillactasasurrogate‘CommissionerfortheCompact’andmonitorpublicsectorcompliance,seekingimprovementswheretheevidencesuggeststheyareneeded.WewillalsokeepopenouroptiontotakestatutorypowerstorequirecompliancewithCompactprinciples.

Improving third sector support services

5.10DevelopmentandgrowthofthethirdsectorinWalesisassistedbyaportfolioofsupportservices.Animportantgenericservice,actingasafirstpointofcontactformostorganisations,isprovidedbytheWCVA,theCVCsandthelocalVolunteerCentres.Inaddition,otherbodiesprovidespecialistsupportinareassuchasfundraising,communitydevelopment,raceawareness,equalitiespractice,environmentalexpertise,theruralcontext,andcommunityenterprise.

5.11ThecloseworkingrelationshipbetweentheWCVA,theCVCsandtheindependentVolunteerCentreshasrecentlybeenstrengthenedthroughthePartnershipAgreementbetweentheAssemblyGovernmentandtheWCVA14.Thisagreementhasledtoafundamentalreviewoftheservicesprovidedandacommitmenttoensureacomprehensiveseamlessservicewithoutduplication.Webelievetheagreementwhichwefundwillachievethefollowingimprovements:

acomprehensiveandaffordablecommontrainingprogramme,accessibletogroupsanywhereinWales;

acomprehensiveandcontinuallyupdatedinformationsystem;

acommonsetofservicesavailablethroughoutWalesencompassing:

volunteering,trusteesandgovernance,fundingandfundraising,generalinformation,guidanceandsupport,

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“…the Welsh Assembly Government is committed to ensuring that there is an integrated infrastructure that represents, promotes, supports, develops and is accountable to the full range of voluntary sector activity at national and local level.”

Partnership agreement between the WAG and the WCVA, 2006

14 TheagreementclarifiesthecomplementaryservicestobeprovidedbytheWCVA,theCVCsandtheVolunteerCentres.ThroughitsfundingframeworksfortheCVCsandtheVCs,theWCVAhasagreedminimumservicesstandardswiththem.


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developmentsupportandinitiatives,regenerationexpertise,andconsultationandrepresentation;

aco-ordinatedapproachtosupportthesector’sroleintransformingpublicservicesencompassing:

participationpractice,partnershipandcommissioning,servicedelivery,andscrutinyandcampaigning.

UnderthePartnershipAgreement,theWCVA,theCVCsandtheVolunteerCentreshavepledgedtoworktogethertoensurethatthelinksandco-ordinationatlocal,regionalandnationallevelsproduce:

addedvaluethroughbestuseofexpertiseandknowledge;

equityandequalitythroughareliablelevelofservice;

bestpracticethougheffectivemonitoring,evaluationandsharing;

valueformoneythrougheconomiesofscale.

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5.12Theaimistoensurethatcitizensasusers,trustees,volunteersandcampaigners,receivethehelptheyneedtomakeaneffectivecontribution.Itisenvisagedthattheinfrastructurewillbecomeanintegratedcitizenactionandsupportservice.Aspartofacommitmenttoservicequality,aprogrammeofaccreditedstafftrainingwillbedeveloped,anditisanticipatedthatstaffinvolvedindeliveringeachspecifiedservicethroughtheCVCs,theindependentvolunteercentresandtheWCVAwillmeetas‘servicedeliverynetworks’toreviewtheircollectiveperformanceandlookatwaysofcontinuallyimprovingtheirservices.

5.13Thisgenericsupportservice,complementedbytheotherspecialistservices,isahugelyknowledgeableandeffectiveresourcethattheAssemblyGovernmentbelievesshouldbeutilisedbyallitsdepartments,theAGSBs,localauthoritiesandotherpublicagencieswishingtostrengthentheirrelationshipwiththethirdsector.

5.14SomeofthespecialistservicesavailableinWalesalsoreceivefundingfromus.Economiesofscaletendtolimitthescopeandavailabilityofsuchservices,whichmakesthemallthemoreprecious.Wewouldliketoseeagreaterawarenessofwhattheycanoffer,andtoencouragetheirfurtherdevelopmentwherepossible.Wewouldalsoliketoseetheseorganisationslinkingtheirservicesmorecloselytothegenericservicetomaximiseaddedvalue,andwewillbeencouragingthemnottoduplicatecoresupportservices.

5.15AdoptionoftheWalesSpatialPlanandthemovetowardsmoreflexiblecross-boundarypatternsofservicedeliverymeanthattheregionallevelofadministrationandgovernanceisbecomingmoreimportant.Thereisagreatneedtoconnectthe

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day-to-dayexperiencesofpeopleatlocalcommunityleveltothisremotertierofserviceconfiguration,andweenvisageavitalroleforthethirdsectorinensuringeffectivescrutinyandchallenge.WebelievetheCVCsarekeytoachievingthisregionalrepresentation.

5.16LargepartsofWalesareruralwiththousandsofscatteredcommunitieslocatedfarfrommajorcentresofpopulation.Thirdsectororganisationsworkinginruralareashavetofacechallengesandmeetneedsthataresymptomaticoflowpopulationlevels,weakandfragileeconomies,lowlevelsofconfidenceandskill,andtheconstantneedtotraveltoaccessservices.Organisationsconsequentlyhavetobemulti-functional,highlyflexible,capableofachievingviableeconomiesofscaleandhighlydependentonvoluntaryeffortfromwithinthecommunitiestheyserve.

5.17TheCarnegieCommissionrecentlypublisheditsCharterforRuralCommunitieswhichconcludedthatforruralcommunitiestothriveinthefuture,theyneedtobegivenagreatersayintheirownaffairsandthemeanstosecuresuccessfulfuturesforthemselves.Thismeansstrengtheninglocaldemocracyandinvestinginlocalcommunitiestoenablethemtomanageandownimportantlocalassetsandenterprises.AssemblyGovernmentdepartmentsandotherpartsofthepublicsectorwillneedtobemindfulofthedistinctiveneedsofruralcommunitiesandworkcloselywiththirdsectorgenericandspecialistsupportservicestomaximisethebenefitsofpublic/private/thirdsectorinteraction.

Enabling raised performance and growth

5.18Ourthirdframeworkofsupportwillfocusonactiontoraisetheperformanceofthesectorandtoenableittogrow.Itwilladdressfundingpractices,thedevelopmentofskillswithinthesector,wideradoptionofqualityassurancesystems,betterregulation,closerworkingbetweenthirdsectororganisations,greatersupportfromtheprivatesector,andthebuildingofabetterevidencebaseforthesector.

Funding

5.19Fundingisnaturallyamajorpreoccupationforthethirdsector,andonethatoftenabsorbsinordinateamountsoftime,sappingenergyanddistractingorganisationsfromtheirprimaryobjectives.TheVoluntarySectorScheme’sCodeofPracticeforFundingtheVoluntarySectorsetsminimumstandardsandappropriatepracticesnotjustforAssemblyGovernmentdepartmentsbutforotherfundersaswell.TheScheme’sPartnershipCouncilhasappointedaFundingandCompliance

“Across the range of its functions, the Assembly is committed to establishing and maintaining procedures to ensure accepted best practice in the administration of its grant schemes and those of agencies which administer funds on its behalf… The Assembly will maintain a Code of Practice for funding the voluntary sector….”



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Sub-Committeetoexertpressurewhereitisneededtoachievecompliance,andwewillcontinuetosupportitswork.OurambitionisthatapplicationoftheCodeshouldbecomestandardpracticeacrossthepublicsectorasawhole.

5.20OurCodealreadymakesitclearthatthreeyearfundingshouldbethenorm,sinceshorttermfundingcandivertvaluableresourcesintocontinualbiddingforfunds.Itoftenconstrainsorganisationsfrommakingmediumorlongtermcommitmentstoitsusersorbeneficiariesandcanrestricttheabilitytorecruit,retainandinvestinthebeststaff.ImplementationoftheUKGovernment’sComprehensiveSpendingReviewwillcreategreatercertaintyandcontinuitythroughthreeyearbudgeting,andweexpectAssemblyGovernmentdepartmentsandpublicagenciestopassonthatcertaintythroughthreeyearfundingtothirdsectororganisations.Thiswillalsoreduceburdensonpublicsectorstaffintermsofmonitoringfundingarrangements,encouragingamoresustainablepoolofprovidersandsuppliers,supportingbetterstrategicplanningandhelpingtoprofessionalisethirdsectororganisationssotheycanmoreeffectivelyleverinotherformsoffinance.

5.21Thereisanurgentneedrightacrossthesectortodiversifyfundingsourcestoachievegreatersecurityandsustainability.InthisrespectWalesfacessomespecialchallenges,includingthefactthat:

taxefficientgivingbythepublicislow;

fewmajorprivatecompanieshavetheirHQshere;

thereareonlyasmallnumberofgrant-makingtrusts;

therearefewsourcesofloanfinance;

entrepreneurialandbusinessmanagementskillsareinshortsupply;

fundraisingexpertiseislowandverypublicsectororientated.

5.22Therearechallengeshereforfundingbodies.Thelastfifteenyearshaveseenthirdsectorfundingregimesbecomingmorecomplexandsophisticated.Alongwiththishascomeatendencyforfunderstobeincreasinglyprescriptiveintheiraims,verycompetitiveintheirapproachandmoredemandingintheirmonitoring.Thismakesmanagingacomplexprojectinvolvingseveralfundersmoredifficultthanitneedbe,anditcanalsoputstart-upfundingbeyondthereachofembryonicgroupsthatlacktheskillsneededtobeatthecompetition.

5.23Fundingcriteriausuallytendtoemphasisenewnessovereffectiveness,forcingapplicantstoreconfiguresuccessfulactivitiesorabandonthemaltogether.Insteadofcontinuallyrequiringthirdsectororganisationsto‘reinvent’theirwellregardedactivitiesinnovelandnewsoundingforms,triedandtestedservicesshouldreceivesustainedsupporttoenablethemtodevelopandmature.WealsoacceptthattheAssemblyGovernmentandotherfundersneedtobeclearwhethertheyaremakingashort-termcontributiontosupportanorganisation’saims,buyingorprocuringservicesorgoodsfromthesector,ormakingalongerterminvestmenttobuildpartofthesector’scapacity.

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5.24Thirdsectororganisationsneedtoplantheirfundraisingmorestrategicallysothattheyremainfocusedontheirgoalswhilstdiversifyingfundingsources,buildinginallthecostsinvolvedandstayingtruetotheirvalues.Wewouldliketoseefundingbodiesadoptinglessprescriptivepracticessothatcommunitiesofplaceorinterestcanexercisegreatercontroloverthewayfundedactivitiesdevelopinresponsetorealcommunityneeds15.Withthisinmindwewillbringkeyfunderstogethertoexplorethedevelopmentofanew‘outcomesfundingparadigm’,particularlyinresponsetothepartnershipapproachadvocatedinDeliveringBeyondBoundaries.

5.25Wearealsokeentopromotegreaterpartnershipworkingbetweenthirdsectororganisationsthemselves,notonlytoensureastrongervoiceforcitizenslocally,butalsotoimproveefficiencythroughthesharingandpoolingofcapacity.Suchcollaborationcouldmeananythingfromafullmerger,totheformingofconsortia(e.g.totenderforlargecontracts),tothesharingofbackofficeservices.Wewillworkwiththesupportservicestohelpthesectorpioneerthistypeofarrangement.

Environment Walesisapartnershipoforganisationsinthevoluntarysector,fundedbytheAssemblyGovernment.Itpromotesvoluntaryactiontoprotectandimprovetheenvironment.Fivegrantstreamssupportpracticalenvironmentalactionincludingeducationoradvisoryservices,projectsgeneratingsocialoreconomicbenefits,andtrainingforstaffandvolunteers.

Launchedin1991,EnvironmentWalesisrootedinthethirdsectorandhaspioneeredanapproachthatmakesthecapacityandexpertiseofitspartnerorganisationsaccessibletohundredsofothergroupsacrossWales.Skilfulsupportbyitsteamofdevelopmentofficershasnurturedmanyinnovativesustainabledevelopmentprojectsbeyondinitialfeasibilitytobecomewellestablishedandhighlysuccessfuloperations.

Crucialtoitsdistinctiveapproachistherecognitionthatbothprojectsandgrowingthirdsectororganisationsrequiremorethanjustfunding-theyneedinformation,guidance,training,researchandnetworkingsupportthatpromotesthesharingandcascadingofknowledgeandexperienceacrossthesector.ItslatestinnovationisGreenPageswhichfacilitatestradingbetweenEWregisteredprojects.

AlthoughEnvironmentWaleshasreceivedpraisefromseveralrigorousevaluationsandhassurvivedasaprogrammewellbeyondtheusuallifespanofschemes,ithasrarelyifeverbeenreplicatedeitherwithinorbeyondtheAssemblyGovernment.Itssteady,longterminvestmentapproachhasclearlypaiddividends.

EWexemplars:Cylch,Wastesavers,Craft,AnturWaunfawr,AmeliaTrust,RiversideMarket,SharedEarthTrust,SundanceRenewables.

15 TheAssemblyGovernment’sSustainableHealthActionResearchProgrammeadoptedasuccessfulactionresearchapproachoversixyearscreatingmanysustainableprojects,andthelessonslearnedarenowguidingtheMentroAllanscheme.TheCommunitiesFirstprogrammeisalsogeneratinggoodpracticeinthisarea.


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Support from business

5.26Thebusinesssectorcancontributeinavarietyofwaystostrengtheningthethirdsector.Itcanprovideamajorsourceofvolunteersthroughemployeevolunteeringschemes,itcancascadeexpertiseintothesectorespeciallyinrelationtobusinessandfinancialmanagement,itcanpromoteandfacilitate‘payrollgiving’schemes,anditcanofcourseprovidesponsorshipandotherformsoffunding.Wearealreadyworkingwiththebusinesssector,especiallybodieslikeBusinessintheCommunity,toencouragealltheseapproaches.Westronglysupporttheideaofbusinesseslargeandsmallchallengingthemselvestodomoreforthecommunity,andwewillworkwiththesectortofocusthischallengeandcelebratethebesteffortsofcompaniesandtheirstafftodisplay‘corporatesocialresponsibility’.16

Third sector skills

5.27WhentheUKGovernmentreorganisedtheskillstrainingstructurein2002tocreateasmallernumberofSectorSkillsCouncils,ittooktheviewthatthecreationofaVoluntary(orThird)SectorSkillsCouncilwasnotjustified,sinceorganisationsinthethirdsectorworkacrossalargenumberofindustrialsectors(e.g.careanddevelopment,health,creativeandculturalservices)anditwasassumedthattheirskillsneedswouldbemetbythecouncilscoveringthosesectors.Howeverrecentfeedbackindicatesthatthisisnotconsistentlyhappeningbecausethesector’sworkforceistoosmalltoexertanyrealinfluence.Consequentlyskillsneedsthatarespecifictothethirdsectorarenotbeingmet.

5.28WewillthereforeworkwiththeUKGovernmenttotakeforwardtheactionsintheDepartmentforEducationandSkills’recentthirdsectorstrategytohelpdeveloptheskillsofthethirdsectorworkforce.TheDepartmentforInnovation,UniversitiesandSkillswillworktogetherwiththeSectorSkillsDevelopmentAgency,theOfficeoftheThirdSector,theWelshAssemblyGovernmentandthirdsectorworkforcerepresentatives,todevelopaprogrammeofactiontoaddresstheskillsissueswhichhaveemerged.ThiswillneedtolookaheadtothesettingupofthenewCommissionforEmploymentandSkills.TheseactionswillincludeafeasibilitystudyonsettingupaWorkforceDevelopmentCouncilforthesector,whichwouldsitwithintheSkillsforBusinessNetworkandfocusspecificallyonthedevelopmentofskillsinthethirdsector’spaidandunpaidworkforce.

Community entrepreneurs

5.29Atacommunitylevelthereisaneedtoidentify,trainandsupportmore‘communityentrepreneurs’-oftenvolunteerswithspecialtalentsorleadershipskillswhocanmakethingshappenandmotivateotherstoachievegenuinechange.WewilltrytoachievethisthroughoursupportfortheCVCs,communityanchororganisations,UnLtdandothers.They,andbodiessuchastheWCVA,Community

16 Themulti-layeredpilotprojectruninCarmarthenshireisanexcellentexample.



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DevelopmentCymru,theCommunitiesFirstSupportNetworkandmembersoftheSocialEnterpriseNetwork,needtoprovidegoodqualitysupportforvolunteercommitteemembersandtrusteestohelpthemimprovetheirskills.WewillseektoachievethisthroughthePartnershipAgreement,byencouragingmoreeffectivelinksbetweengenericandspecialistsupportservices,andbyestablishingaWalesbranchoftheschoolforsocialentrepreneurs.

Quality assurance

5.30GiventheenhancedroleweforeseethethirdsectorplayinginWales,wewanttohelpitraisethequalityandreliabilityofitsservices.Passionforanorganisation’saimsisacharacteristicofthirdsectorculture,butachievingseriousandsustainedimprovementstopeople’squalityoflifealsorequiressomeclearthinkingandtheadoptionofmanagementsystemsthatcanhelpraiseperformanceandincreaseeffectiveness.Organisationsshouldgatherregularfeedbackfromitsusersandbeneficiaries,andevaluatetheirimpactonoutcomesasanessentialpartofthiscontinualimprovementprocess.

5.31Infuture,theachievementandmonitoringofqualitystandardswillrequireamoreconsistentapproachtomeasuringoutputsandoutcomes,especiallyinthethirdsector’scontributiontopublicservices.Severalqualityassuranceandbusinessmanagementsystemsarebeingusedbythesector,includingInvestorsinPeople,InvestorsinExcellence,InvestinginVolunteersandGreenDragon.ForsmallorganisationsthereisalsothePracticalQualityAssuranceSystemforSmallOrganisations(PQASSO)17.AnexampleofthegreaterneedforqualityassurancecanbeseeninthirdsectororganisationsthatdeliverlearningwhichcanbesubjecttoanESTYNinspection,especiallyiftheyhavefundingfromtheDepartmentforChildren,EducationandLifelongLearningortheEuropeanSocialFund.Wewillworkwiththethirdsectorsupportservicestopromotetheincreaseduseofqualityassurancesystems.

“We’re delighted to be the first third sector organisation to achieve Investors in Excellence. I am particularly pleased because it recognises our commitment to continuous improvement and organisational learning.”

Graham Benfield OBE, Chief Executive, WCVA, 2006

17 PQASSOisavailablethroughCharitiesEvaluationServices.


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Launch of Healthy Governance Toolkit for the Voluntary Sector:

Inthedevelopingclimateofcommissioningandprocurementofhealthandsocialcareservices,voluntarysectorprovidersarecomingundercloserscrutinywithregardstotheir‘clinicalgovernance’.Toassistthirdsectororganisations,HealthandSocialCareFacilitatorsatinterlink(RCT)andVoluntaryActionMerthyrTydfilhavedevelopeda‘HealthyGovernanceToolkit’,whichisaimedspecificallyatvoluntaryandcommunitygroups.ThetoolkitisavailableasaCD-ROMandcomprisesarangeofinformationthatsupportsgoodpracticewithinorganisations.ItwasfundedthroughtheBuildingStrongBridgesprogramme.

Thetoolkitisdesignedtogiveadviceonclinicalgovernanceinitswidestsenseandincludesinformationaboutthenationalandlocalstrategiccontext,standards,legislation,goodpractice,training,qualityassuranceschemes,impactassessmentsandmore.ItalsosignpostsgroupstothoseorganisationsliketheLocalHealthBoard,theNationalPublicHealthService,theNationalInstituteforHealthandClinicalExcellence(NICE)andtheSocialCareInstituteofExcellence(SCIE)whocanofferadviceandsupport.Italsocontainsexamplesofgoodpracticefromallsectors.

Better regulation

5.32Althoughthirdsectororganisationsareindependentofthestate,thegovernmenthasaresponsibilitytoensurethatthelegalandregulatoryregimeswithinwhichtheyoperatepreservetheirindependence,allowthemtoworkininnovativewaysandsustainpublicconfidence.Substantialimprovementshavebeenmadeinrecentyears,notleastthroughtheCharitiesAct2006,andfurtherreviewsandmeasuresareunderway.WewillworkwiththeUKGovernment’sOfficeoftheThirdSectortoensurethatregulationcontinuestobeeffectiveandproportionate.

Evidence base

5.33Thirdsectororganisationsareactiveineverysphereoflife,helpingtoimprovesocietyforthebenefitofallcitizens.Howeverthetruesocialandeconomicvalueoftheircontributionisnotwell-evidencedorunderstood.Buildingabetterbaseofevidenceabouttheimpactofthesectorisofgreatimportance,especiallyasameansofinfluencingthecommissionersofpublicservicesandthosewhosepoliciesandpracticesthirdsectororganisationsarecampaigningtochange.WearethereforepleasedtoseetheEconomicandSocialResearchCouncil(ESRC)acknowledgingtheattentionnowbeingpaidtothesectorbyadoptingaThirdSectorEngagementStrategytoenablethesocialsciencestohelp:

identifytraining,developmentandknowledgetransferneeds;

establishanevidencebaseofthirdsectorresearchfindings;

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facilitateknowledgetransferopportunitieswithinthesector;and

developmethodologiesforevaluatingtheimpactofsocialscienceresearchwithinthesector.

5.34WewillhelptheESRCtodevelopitsstrategyinrelationtothedistinctiveneedsofWales.Wewillalsocontributeto,anddrawupon,thenewcentreforthirdsectorresearchbeingestablishedbytheUKGovernment’sOfficefortheThirdSector.OuraimwillbetoensurethatallsuchresearchproducesevidenceofrealpracticalvaluetoWales.

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6 A three dimensional Wales

6.1WewantourfutureworkwiththethirdsectorsummarisedinthisdocumenttomakeabigdifferenceinopeninguptheopportunitiesforpeopleineverywalkoflifetogetactivelyinvolvedinshapingabetterWalesthroughtheirparticipationinthirdsectororganisations.WealsowanttocreateanenvironmentinwhichthirdsectororganisationscanworkmorecollaborativelywiththeAssemblyGovernmentandthepublicsector,usingtheirdistinctiveexpertisetoimprovethequalityandsensitivityofpublicservices,especiallyatacommunitylevel.WearefortunatethatthepartnershipweareseekingcanbebuiltonthesolidfoundationsalreadyestablishedthroughtheVoluntarySectorScheme.Ourstrategyisaimedatachievingevenmorefromthisrelationshipbygivingitabroaderandclearerfocusanddirection.

6.2Thedirectionweareproposingrunsfirmlywiththegrainofmanyrecentstrategicpolicies,notleastDeliveringBeyondBoundaries,DesignedforLife,theSocialEnterpriseStrategy,LearningtoLiveDifferently,ClimbingHigherandthenewopportunitiesarisingfromtheGovernmentofWalesAct.Theseandmanyotherrelevantpoliciesemphasisethecriticalneedtoengagemoreeffectivelywiththegeneralpublicinordertorespondmoresensitivelytotheirneedsandtapmoreeffectivelyintotheirknowledge,motivationsandenergiestoachievepositiveandlastingchangesthatimprovelives.

6.3Itisclearthattheroleandcontributionofthethirdsectorisachievinggreaterrecognition.Itisnolongerapoorrelationtothepublicandprivatesectors,butacriticalthirddimensionoftheengineofchangeinWales.Dayinanddayout,thesectorisprovingitselfamajorWelshassetandapowerfulforceforimprovement-challenging,complementingandextendingtherolesplayedbythepublicandprivatesectors.Thetimehascomeforallthreesectorstothinkmoredeeplyaboutthewaytheyinteract,basedonaclearerrespectfortheirrelativestrengthsandweaknesses,andamoreprofoundappreciationofthebenefitsofcloserworkingforthepeopletheyareallseekingtoserve.


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‘The third dimension’A Strategic Action Plan for the

Voluntary Sector Scheme

Action Plan

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Empoweringpeopleandcommunities:

1.Valuingvoluntaryaction

2.Strengtheningcommunities

3.Facilitating‘citizenvoice’

4.Acceleratingsocialenterprise

5.Personalisingpublicservices

Supportingempowerment:

6.Strengtheningpublic/thirdsectorengagement

7.Improvingthirdsectorsupportservices

8.Enablingraisedperformanceandgrowth


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• • •


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