Thriving not just surviving in the Big Society

Jane Winter

Thriving not just surviving in the Big Society

Religious organisations are the fourth largest provider of jobs in the voluntary sector and the second largest host of volunteers, education being the first. (The UK Civil Society Almanac 2010: workforce p7f). Our place in the field is very strong, and we need to keep it that way. So what do we need to do in order to remain in this position, contributing essential services to local communities during this time of recession and in the development of Big Society?

1) Understand Big Society
a) Faith based social action has always demonstrated the principles of Community Development including participation, community engagement and supporting people to realise their own life chances so they can support others. These principles are demonstrated in different ways to suit the local group and may not be recognised as Community Development. The principles of reciprocity and the values of altruism and care for ‘the other’, particularly the stranger and the marginalised, are fundamental ways in which people of faith/belief demonstrate that faith/belief through social action. These principles might be argued to lie behind the Big Society, but actually they don’t. Big Society principles are more in line with those associated with Community Organising which are fundamentally different from Community Development. You can read Saul Alinsky’s rules for community organising at  http://www.jasongooljar.com/AlinskyTactics.pdf

b) As people involved in faith based social action we need to understand the principles behind Big Society and align them with our faith values so these remain the key driving force behind our community engagement. An objective overview of Big Society principles can be found in the first chapter of The Big Society Challenge – see reference below.

c) Having understood the principles the next task is to identify what faith based social action brings to create Big Society in such a way as to enhance faith values and counter principles which do not align with those of faith based social action.

2) Be prepared to change
a) Social action projects often grow from a recognised need. Needs change and we shouldn’t be afraid to change what we provide as our communities change. That may mean stopping some activities and starting new ones. Providing these changes demonstrate that:
i) Our faith values are still the motivator for the work
ii) Our charitable objects and purposes are being met
iii) We are not compromising what we stand for

b) Now might be a good time to assess what you do, what the community needs and how you can change to meet those needs. The Faith Based Regeneration Network has resources on its website help you with this.

3) Be Resilient
Community organisations, including those involved with faith based social action, have always faced the difficulties of survival and sustainability. Those who do survive times of hardship are those with a strong resilience.
Resilient organisations have:
a) Strong leadership: this means leaders who listen hard, are not afraid to make difficult decisions and keep the focus on the aims and work of the organisation.

b) A strategic plan in place: this means developing a plan that takes account of the risks we need to face in times of difficulty and includes a strategy for dealing with them. To do this the plan needs to be long term

c) Strategically useful relationships: this means developing and keeping those partnerships that benefit the organisation. If you are thinking of changing some of the things you do you may need to develop new partnerships and, possibly, end existing ones. This needs to be done with care so new partnerships have clear parameters, and those which are ending do so in such a way as to protect relationships which have formed.

d) Diversified income streams: ‘all our eggs in one basket’ is never a good option. Diversification means that funding comes from a variety of sources, at different times, which can help the cash flow. It also means the values and principles of the organisation remain strong and are not influenced by the requirements of a single funder. Diverse funding indicates a healthy financial strategy. What may be new for a lot of faith based projects is charging for services and this will need to be introduced with sensitivity. The general trend for the past few years has been to move away from grant dependency to generating income. This sends a strong message to competitors that you mean business.

e) Diversified what they provide: so don’t be afraid to change.

f) Invested in their infrastructure: this is often the last thing we think about because the management group, staff and volunteers have a passion for the work that is to be delivered, and often there is no time or money to spend on the infrastructure. A strong infrastructure is a foundation which ensures survival when the environment is shaken. It really is worth investing in your infrastructure and it is not too late to do it now. The new Good Governance Guide, published by Capacity Builders and produced by NCVO and others, is a very good place to start.
     http://www.trusteenet.org.uk/resources/code-good-governance-second-edition-2010

g) Demonstrated their value and impact through robust evaluation: evaluation provides a way of honestly reporting what has gone well, or not well, what opportunities arise from our work, and what we still need to do in terms of infrastructure and delivery. Evaluation should be greater than just a report for funders or partners. It is the opportunity to market the work of the organisation so the annual report, or reports of particular projects, can be used to generate interest and more work, not just approached as a tick box exercise or a chore (see Monitoring and Evaluation in Practical Spirit FbRN 2010)

h) Understood the market and how it has changed: and have been able to respond to those demands without compromising their values, objects and purposes. This means that we regularly need to be aware of local demand and able to respond in such a way that shows the community that we continue to care.

i) Understood their competitors: as finance decreases, and needs increase, competition for resources will also increase. By having clear understandings of the needs of competitors we are able to see where we can best support, collaborate or work independently with other local organisations. There is nothing wrong with competition, in fact we should welcome it because it increases the quality of services offered to the community. Neither should we be afraid of it. The services provided by faith based organisations are well respected and very professional. Do not shy from what you do just because your competitors may seem bigger or better able to cope – a lot of that is just promotional front and, on the whole, no other competitor will care for individuals and whole communities in the way faith based organisations do in providing excellent services and value for money.

These basic tips will not guarantee success, but they will ensure that faith based organisations are well able to contribute to Big Society with a confidence in their history, and their current activity, that will enable us to counter principles and actions that do not seek to empower local people. In so dong we will ensure that faith and faith based social action remains an essential community resource in the future as it unfolds.

References:
Good Governance Guide Second Edition: pub Capacity Builders October 2010
Improving Support Issue 4 Spring 2011 p14: pub Capacity Builders
Practical Spirit: FbRN November 2010 p28
The Big Society Challenge: Ed: Marina Stott pub Keystone Development Trust January 2011: downloadable at http://www.keystonetrust.org.uk/documents/128.pdf
The UK Civil Society Almanac 2010: Workforce Skills Third Sector July 2010

Jane Winter
Programme Manager
Faith Based Regeneration Network.