Introduction

  1. Wales Council for Voluntary Action (WCVA) is a registered charity and umbrella body working to support, develop and represent Wales’ third sector at UK and national level. We have over 3,350 organisations in direct membership, and are in touch with many more organisations through a wide range of national and local networks. WCVA’s mission is to provide excellent support, leadership and an influential voice for the third sector and volunteering in Wales.
  1. WCVA is committed to a strong and active third sector building resilient, cohesive and inclusive communities, giving people a stake in their future through their own actions and services, creating a strong, healthy and fair society and demonstrating the value of volunteering and community engagement.

Engagement with the third sector and WCVA’s response

  1. WCVA, in partnership with County Voluntary Councils and Welsh Government, organised three third sector consultation events to discuss proposals in the White Paper. We also arranged a webinar to offer an opportunity for people unable to attend the consultation events to hear directly from Welsh Government about the proposals in the White Paper. Our response draws on the issues raised by third sector delegates at the events (see Appendix), and on other engagement through various forums.
  1. We are concentrating our response on those matters of particular interest to the third sector and the design and delivery of public services.

General comments

  1. WCVA welcomes many of the proposals in the White Paper, and believes that there is a vitally important role for third sector organisations to help achieve the vision of sharing power with local communities.
  1. The third sector currently delivers services that promote wellbeing and meet the principles of prudent healthcare. Many of the proposals in the White Paper could have a positive influence on the integration of health and social care. The White Paper therefore presents an opportunity to provide a contribution to the integration agenda that supports prevention and puts people at the centre of their own wellbeing.
  1. We would strongly advocate that putting people at the centre of their own wellbeing should be the determining factor behind all the reform proposals.

Chapter 3 - Renewing Democracy

  1. We welcome the recognition that activism is alive and well in the third sector, and we agree with the need to renew local democracy through making provisions to enable greater diversity among elected members.
  1. In the consultation events there was widespread disillusionment with existing systems, but within third sector organisations we consulted with – in the events and in other forums – therewasalso extreme reluctance to the idea of standing for election as a Councillor.
  1. It is important to make the distinction between the cause-based activism in the third sector and party political activism, which was seen as the primary driver for becoming an Elected Member.
  1. There would have to be fundamental changes in conditions before people considered becoming elected members. Suggestions from the events included changing the timing of meetings and including debates about ‘big issues’ that motivate people. We therefore welcome the proposals to promote greater diversity.
  1. The issue is how to engage those individuals who are active in community groups in helping to shape local services. We believe that the proposed Area Boards (see below) might provide a route for people to become more involved in County Councils – ifthe Area Boards prove to be effective.

Chapter 4 -Connecting with Communities

  1. WCVA has long advocated for an approach to public services that starts with the individual and shares responsibility, power and resource between people, communities, groups and the public sector. We therefore welcome the endorsement in the White Paper of our Putting People at the Centre policy, and the proposals to share power with people and communities.
  1. The three main elements of putting people at the centre of service design and delivery are:

a. Enabling people to be active citizens, part of strong local groups and strong communities.

b. Working with people and their communities unlocking potential through robust third sector organisations capable of delivering services.

c. Statutory partners recognising and investing in communities and the third sector.

  1. WCVA has been exploring and attempting to articulate the elements needed to realise this vision, and in particular the third sector contribution: the building blocks required to put people at the centre.

i. Real engagement built on an understanding of the contribution the third sector can make to service delivery in Wales.

ii. Asset mapping to understand what resources are available and how they can be used to promote community wellbeing.

iii. Asset / service transfer, giving communities and third sector organisations control over resources in order to sustain activity. Crucially the transfer of assets (buildings, services and land) from local authorities to communities needs to be well planned and designed together.

iv. Community-based funding. The setting up of a local fund to ensure that good ideas do not wither almost as soon as they begin is critical. This provides small-scale core funding but also needs to be part of on-going commitment.

v. Brokerage. Investment in brokerage activity has been funded by Big Lottery’s Community Voice projects and the recently finished European Social Fund WCVA Making the Connections project to ensure that the potential for collaborative work is able to be recognised and acted upon.

vi. Third sector readiness. Understanding the role of the third sector and making the most of the opportunities offered by its energy, commitment and resources. This means understanding of the potential of third sector organisations at all levels and maximising its potential. It also means a coherent third sector infrastructure that supports, builds skill bases, creates opportunities and delivers real solutions.

vii. Collation and dissemination of learning. Including the use of practitioner led workshops, action learning sets and the use of existing websites to share good practice. Conferences and other events have a role in maintaining momentum, as does new technology and the future focus on increased digital participation.

viii. New competencies. A new skills set for all those seeking to develop services that recognises the importance of enabling, nurturing new ideas and constructive support for a collaborative approach.

ix. An enabling strategic environment. Collaboration will come to nought if it just gets bogged down in the same old way of doing things, instead of being receptive to needs and the real situations in people’s lives. The strategic framework needs to be focused first and foremost on people.

  1. Much of the above resonates with the vision for local government establishing a new relationship with local communitiesas set out in the White Paper. We would suggest that the above ‘building blocks’ form the basis of realizing this vision.
  1. We welcome the proposal to establish Area Boards, and in the third sector consultation events there was significant support for the idea of smaller, operational, involved Area Boards. Another layer of bureaucracy would not be welcomed, but if the Area Boards could be visibly operating within areas, this would be supported.
  1. The White Paper obviously indicates that a number of third sector partners could be involved, and there was strong support for this idea and of including experts and people with operational experience– not just representatives. These could provide a bridge between participative democracy and representative democracy, and also have a positive influence on diversity.
  1. We welcome the guaranteed role of third sector organisations in Area Boards. Not only will experts in service design and delivery have valuable contributions to make to the operational Area Boards, but third sector organisations are often constituted along inclusive and participatory principles, bringing trust and legitimacy to the proposed community governance.
  1. We also welcome that the proposal is not an outsourced approach to shaping public services, which looks only to the competitive market for solutions, but one which seeks a collaborative approach to community governance, genuinely inclusive, with a practical, operational focus.
  1. While we appreciate the importance of Elected Members having responsibility within Area Boards, as a bridge to Council governance, the feedback from the events was that the Area Boards should be community-led, genuine partnerships, and organised according to community development principles.
  1. There have been many calls for a collaborative approach to shaping public services, but still the presumption is that a procurement exercise will follow.
  1. While we accept,firstly, that the EU and UK legal framework means that in many cases procurement is a requirement, and secondly that Welsh Government has sought to improve procurement policy and practice, we would strongly advocate for other funding mechanisms to be considered. A mixed funding framework would support not only value for money, but also enable innovation and encourage new ways to design and deliver effective services.
  1. WCVA members routinely report problems with procurement – e.g. disproportionate and inappropriate procurement processes, timescales and paperwork wholly unrelated to the scale and nature of the contracts – but these cases, while extremely unsatisfactory, can be improved. However, there are some fundamental principles of procurement which run counter to the approach set out in the White Paper.
  1. One of the aims of the White Paper is a rebalanced relationship between the state, community groups and people, with all parties involved in an equitable and reciprocal relationship. But a procurement process leads to the conclusion of a contract, where one body purchases services from the other, with penalties if they fail to deliver. Can a relationship between the public sector and the provider with the threat of legal action truly be conducive to working on an equal basis?
  1. Additionally, the procurement process involves looking to the market for solutions, and therefore uses competition as a means of securing value for money through assessing purchase prices. Organisations who might have been well placed to collaborate on a particular service and bring together complementary expertise, are pitted against each other in a competitive process.
  1. We believe that it is important to view procured services within a mixed economy which also includes grant funding and social investment; to scope the broadest range of assets, resources and services – existing, underused or emerging; and to establish how the state’s funding can best be used to facilitate or enable the realisation of all community resources. With this comes a vibrant diversity of provision.
  1. We believe, as recognised in the White Paper, that community participation in local services will require the development of new skills and competencies to facilitate joint working. Participation Cymru in WCVA has considerable expertise in this area and we would welcome the opportunity to work with Welsh Government on developing this work.

Chapter 5 –Power to Local Communities

  1. We strongly support the proposed community rights. Not only would the rights themselves help to facilitate the transfer of services and assets to the local community, but their introduction would help create an environment where such transfers are part of the dialogue.
  1. We welcome the intention for Welsh Government to help Councils work with communities and community groups to develop new models of service delivery, and working towards shared ownership in the transformation of public services. Too often the reality of asset transfer has been about a complete transfer of responsibility, not a truly partnership approach. There is a role for a diverse range of third sector organisations to input into development of new models of service delivery.
  1. The provisions about community bodies having the right to request involvement in the development and delivery of local services is very welcome, as it provides a legislative right for something which we have long advocated for.
  1. Many third sector organisations in Wales have blamed procurement processes for the erosion of dialogue with public bodies: for fear of challenge if the purchasing authority is perceived to be favouring one potential supplier. A formal mechanism for opening dialogue with Local Authorities would therefore potentially help to realise the vital contribution community groups can make to public services.
  1. The proposals about community bodies’ right to initiate transfer of Local Authority-owned assets are also very welcome, but there will need to be certain safeguards or conditions implemented. A short lease (realistically anything less than 100 years) would be unhelpful, so transfers should be long-term leases or freehold. This would enable community bodies to maximise use of the asset, e.g. through raising finance and using the asset as security.
  1. The White Paper talks primarily about property, but if services are being delivered from buildings, then in addition to ownership of a building may come responsibility for staff. Considerations of staff and service transfer should also be included.
  1. The provisions about ‘first refusal’ of assets in the private market, such as pubs or shops, are also welcome.
  1. In the consultation events there was a lot of support for these proposed community rights. There was some discussion about the practical detail, but as a policy, this was welcomed.
  1. Very importantly, transfer of assets should be viewed as a continued partnership, and there are interim arrangements where Local Authorities and community groups could work together on a continued basis, combining the strengths of the public sector and the third sector.
  1. Asset and service transfer clearly demand a partnership approach, and it is the third sector infrastructure’s (WCVA and CVCs) role to support robust third sector organisations with appropriate governance. WCVA and CVCs would welcome to the opportunity to contribute their collective expertise into the development of this work.
  1. There is also and important role for loan finance in supporting organisations to develop their assets and becoming viable, self-sustaining entities. An asset transfer loan fund would help achieve this.

Chapter 8 – Strengthening the Role of Review

  1. Improving public and community activity in scrutiny is one of the ‘pillars’ of WCVA’s Putting People at the Centre policy. We therefore welcome the White Paper provisions for supportingincreased citizen and third sector involvement in scrutiny.
  1. At the consultation events there was some discussion about the opacity of scrutiny, and a warm response to the provisions set out in this chapter.
  1. We also support greater visible accountability and for co-ordinating external inspectorates.
  1. Opening up scrutiny will require a considerable change in culture, and one of the key means for increasing involvement in scrutiny is that people and groups need to see the impact of their input.
  1. Participation Cymru in WCVA has significant experience of supporting citizen engagement in scrutiny, and we would welcome an opportunity to work with Welsh Government and local government to strengthen scrutiny.

Gareth Coles

WCVA

Tel: 02920 431 771

E mail:

Appendix

Reforming Local Government: Power to Local People

Third sector regional policy events

In March 2015, WCVA organised three consultation events to discuss proposals in the Reforming Local Government White Paper, in partnership with County Voluntary Councils and Welsh Government.

•12 March 2015 – Cardiff

•17 March 2015 – Rhyl

•18 March 2015 – Carmarthen

These half-day regional events provided delegates with opportunities to:

•hear from Welsh Government about their intentions for Local Government

•raise views directly with Welsh Government

•consider the implications of the White Paper for the third sector in Wales

•help shape WCVA and the CVC’s response on behalf of the third sector

WCVA also organised a webinar to offer an opportunity for those unable to attend the consultation events in person to hear directly from Welsh Government about the proposals.

The following are the points discussed at the events, and form part of our submission.

Cardiff – 12 March 2015

Renewing Democracy

-Resurrection of interest of community: what can LA do to encourage this?

-Delicate balance/relationship between local and central government.

-Often same people involved – can be viewed as ‘cliquey’

-How do you diversify trustee boards? Like Councils

-What is the current crossover between third sector and Councils?

-Councillors have time to offer; others don’t

-Party politics – people elected on behalf of groups or areas therefore interest groups more involved.

-Suggestion for ‘area boards’

-Party politics – barrier for engagement for people from BME communities

-Public awareness of diversity issues

-The role of councillor has to be made interesting and stimulating

-Increase awareness of flexible provisions amongst potential candidates

-Importance of language clarity, plain

-Promote councillor roles to youth forum

-Leadership could come from area board

-Lack of clarity about tiers of government, local? Devolved?

-Need to improve access to Councillors

-Disillusions with effectiveness of local government, hampered by bureaucracy

-Third sector can shout louder now than as backbenchers – therefore backbencher role needs to be strengthened.

-Public awareness improving access, liability barriers to participating

-Ban party politics ensure participation of special interest groups

-What is the motivation of people to become councillors?

-Misunderstanding (even in government) about different levels of Government

-Community councillors motivated not by pay

-Space for UNPAID councillors

-More activism through third sector, but not political activism

-How to represent a broad/divergent base?

-Should expect surgeries from councillors