Our response to Office for Civil Society consultation paper

Purpose:

OCS consultation answers submitted on 6 January 2011

• All sectors look to the Government’s leadership. It is important that Government actively demonstrates what it encourages of others.

• All Government Departments should have access to support to develop links with civil society organisations and explore skill sharing opportunities for staff.

• Departments should join cross sector partnerships and forums to collaborate with businesses and civil society organisations. While civil society organisations are being advised to look to mergers and collaborations, Departments must stand side-by-side with organisations through this transition. For example, civil servant volunteers can take the role of a ‘critical friend’ to help charities adjust to the new big society agenda and funding cuts. This could be through workshops, peer-mentoring, and pro bono consultancy, etc.

• Listening and asking the right questions can support charities to identify and communicate their priorities which can then be developed into skills transfer opportunities.

• There is cynicism and confusion about what the ‘Big Society’ means on the ground. Government must be involved in actively leading social action alongside both sectors to transform the vision into actuality. There are no easy answers with the challenging financial times ahead and civil society organisations need to see real support through the darkest hours when that support matters the most. The situation is currently being exasperated by uncertainty and a long interim gap until the Big Society infrastructure and funds are available.

• One national volunteering scheme for all Departments is not advisable as employees can feel more committed to local causes, and feel more ownership where projects are led by civil servants themselves (rather than solely project managed by another agency).

• Instead, Departments must be supported to develop their own skills based volunteering programmes which align to Departmental objectives, customers and skill sets. This should be based on a common policy that encourages volunteering as a positive opportunity.

• The present introduction of a shared Civil Service HR function is a valuable opportunity to develop a common volunteering policy for all Departments. This could establish norms on issues such as special leave allowance and establish volunteering as an important part of work in the Civil Service.

• Government has an important role in working together with both sectors in building sustainable partnerships and sharing good practice through events / networks (e.g. Time & Talents for Westminster www.ttw.org.uk) and case studies, etc.

• A focus must remain on quality rather than quantity. While it can be tempting to get as many volunteers out as possible, it is more valuable for small civil society organisations to have fewer more committed volunteers. I.e. organisations need the capacity to receive voluntary support offered and to be able to consolidate learnings from projects.

• Building longer term links with small civil society organisations will support the Government’s understanding of the sector and how best to promote and support more effective links and skill sharing.

• We would like to commend several Departments who are working with us on their redeployment

Further reading: