scholarly journals 20 lat trzeciego sektora w Polsce – doświadczenia i perspektywy

2018 ◽  
pp. 81-92
Author(s):  
Łukasz Cieślik
Keyword(s):  
Social Economy ◽  
Third Sector ◽  
Administrative Reform ◽  
The State ◽  
Local Authorities ◽  
Civic Society ◽  
Third Sector Organizations ◽  
Social Organizations ◽  
The Third ◽  
The Third Sector

Year 1989 marked a breakthrough in the presence and development of non-governmental organizations (NGOs) in Poland. The freedom of association was restored, and the society immediately took advantage of this freedom. Since the early 1990s, decentralization has been coupled with a revived activity of the civic sector, and a clear increase in the number of ‘grass-root’ initiatives, stimulated by the society itself. The number of NGOs has kept growing, including the associations, foundations, and church organizations. The scope of their activity, the number of employees and the tasks they undertake have been expanding. In order to understand the essence of social economy, and primarily to notice the opportunity to develop the state on the basis of the principles of social economy, it was necessary to change the definition of the essence of the state and society, their role, and to correlate their mutual objectives and needs. The administrative reform executed in Poland in 1999, resulted in moving the burden of public tasks from the central government to the units of territorial self-government. The administrative reform introduced three layers of territorial division in order to promote self-governance, facilitate the operation of local authorities, and bring them closer to citizens. Over the last twenty years, NGOs have become a valuable partner in territorial self-government by performing various kinds of public tasks and thus becoming an exceptionally significant element of social policy. The principles regulating the co-existence of the third sector and the state are laid down in the act of law of April 24, 2003 on public benefit and volunteer work, which provides a comprehensive regulation of the activity of NGOs in the realm of public life, the principles (subsidiarity, sovereignty of parties, partnership, efficiency, fair competition, and transparency), and the form of cooperation between such organizations and the organs of public administration with respect to the performance of public tasks. It should be emphasized, however, that while NGOs have taken over services rendered in some areas, their potential has not been fully utilized. The functioning of social organizations manifests civic freedom and society’s self-organization. The activities of the third sector organizations allow the fulfillment of important social needs, such as the need for spontaneous association, social initiative and organizational autonomy. The functioning of social organizations has an advantageous influence on the activity of public and private organizations. The NGOs in Poland and abroad play an increasingly significant role, both in the development of civic society of democratic states, and also in the process of performing public tasks and the development of economies. At present, forms of cooperation between NGOs and the territorial self-government are being sought. This may indicate that both local authorities and the third sector organizations have reached a point where they are ready to form a real partnership. This is an optimistic statement, especially given the opportunity to develop the sector of social economy using the financial means of the EU structural funds. Along with the ageing of affluent societies, social exclusion, poverty and unemployment are the fundamental social problems for Poland and the whole of modern Europe. The subjects of the third sector of an economy can play a key role in solving these problems.

scholarly journals Community-level impacts of the third sector: Does the local distribution of voluntary organizations influence the likelihood of volunteering?

2019 ◽  
Vol 51 (4) ◽  
pp. 950-979 ◽  
Author(s):  
John Mohan ◽  
Matthew R. Bennett
Keyword(s):  
Administrative Data ◽  
Third Sector ◽  
Voluntary Action ◽  
Voluntary Organizations ◽  
Local Authorities ◽  
Third Sector Organizations ◽  
The Third ◽  
Charity Commission ◽  
The Third Sector ◽  
The Impact

Scholars have attributed various beneficial outcomes to the presence and density of the voluntary, third or non-profit sector in communities. One way in which the distribution of such organizations may benefit communities is through providing opportunities for volunteering. We hypothesize that the distribution of third-sector organizations has an influence, after controlling for relevant individual and area characteristics, on the likelihood of engaging in formal volunteering (defined as unpaid help given through, and to, third-sector organizations, rather than directly to individuals). Using administrative data from the Charity Commission, we classify organizations in terms of their geographical scale of operation. We then construct indicators of the distribution of charities, and their expenditures, for local authorities in England. We obtain data on volunteering by individuals from the Citizenship Survey and link this to administrative data contained in the Charity Commission register on the distribution of charities. We find that there is a positive relationship between the numbers of charities operating locally and the likelihood of volunteering. Other measures, however, including the distribution of charities operating either regionally or nationally, have no statistically significant effects. We find no relationship between a measure of the size of charities (the median expenditures of charities within local authorities) and the likelihood of volunteering. These findings are relevant beyond the UK to debates about the understanding of variations in voluntary action, and to discussions about the impact of the third sector upon communities.

Telework as a Driver of the Third Sector and its Networks

2013 ◽  
pp. 83-95 ◽  
Author(s):  
Angel Belzunegui-Eraso ◽  
Amaya Erro-Garcés ◽  
Inmaculada Pastor-Gosálbez
Keyword(s):  
Social Economy ◽  
Third Sector ◽  
Considerable Change ◽  
The Public ◽  
The Third ◽  
Transmission Of Information ◽  
Traditional Organization ◽  
The Third Sector ◽  
Social Economy Organizations

This chapter examines the role of telework as a driving force behind third sector activities and in the creation of networks and links between organizations in that sector. Telework as a tool has generated considerable change in the traditional organization of work. Its effectiveness lies in its ability to respond more quickly to customer requirements and to users and beneficiaries of third sector and social economy organizations. Online connections and services provided by telework have also led to a greater density of contacts between organizations in the third sector, which promotes the transmission of information and collaborative practices in providing services to the public.

The Telework as an Organizational Innovation in the Entities of the Third Sector

2017 ◽  
pp. 570-584
Author(s):  
Ángel Belzunegui ◽  
Amaya Erro-Garcés ◽  
Inma Pastor
Keyword(s):  
Organizational Innovation ◽  
Social Economy ◽  
Third Sector ◽  
The Third ◽  
The Social ◽  
Response Capacity ◽  
Traditional Organization ◽  
The Creation ◽  
The Third Sector

This article discusses the role of the telework as an organizational innovation incorporated to the activities of the third sector as well as in the creation of networks and links between these entities. The telework has become a tool that has produced important changes in the traditional organization of the work, and has improved the inter- and intra-organizational communication, in addition to promoting the creation of extensive networks of collaboration in the third sector. The online connection and the provision made in telework mode have also served for the creation of a higher density of contacts between the entities that are grouped in the third sector, done so that it benefits the transmission of information and collaborative practices in providing services to the citizens. Its effectiveness consists in the speed that prints the response capacity of the social economy entities.

Drivers for a cross-sector successful collaboration: the Basque country model of action

2020 ◽  
Vol 47 (2) ◽  
pp. 268-284
Author(s):  
Marta Enciso-Santocildes ◽  
Ana Vidu ◽  
Laura Gómez-Urquijo
Keyword(s):  
Peer Review ◽  
Public Administration ◽  
Basque Country ◽  
Third Sector ◽  
Positive Interaction ◽  
Content Type ◽  
Third Sector Organizations ◽  
The Third ◽  
The Third Sector ◽  
Successful Collaboration

Purpose The purpose of this paper is to show the positive effects of a cross-sector collaboration between public administration and third sector in the Basque Country. Solidarity within European society is a concern increasingly addressed from broader perspectives in broader territories. Civil society involvement has also reached public administrations. The European Commission H2020 project, SOLIDUS Solidarity in European societies: empowerment, social justice and citizenship (2016–2018), responds to the need to build a “renewed” Europe after the economic crisis, addressing social areas as employment, education, housing, health, civic engagement. Design/methodology/approach The communicative methodology (CM) has been used in this research paper, including qualitative fieldwork involving representatives of third-sector organizations. The CM already showed its impact on society, through several research projects in which it has been applied. CM is based on including stakeholders’ voices into research from the initial design until the end, responding their needs from research evidence. Thus, it contributes to put in common the knowledge of experts and stakeholders. Findings Searching for successful practices of social innovation, this paper analyzed which elements enable such relationships between public administration and third-sector organizations to promote successful public policies. Even some risks and barriers have been highlighted, the authors’ specific aim focuses on the positive aspects. Therefore, it shows drivers for a most efficient way of public management, which could potentially be extrapolated to other contexts. Some of these drivers are the following: support and collaboration between sectors, institutional trust, co-creation, active participation of the third sector, solidarity and commitment, efficient social policies and workers’ professionalization. Originality/value This paper contributes to returning to institutions and society the atmosphere of trust that the crisis context has damaged. The Basque Countries’ comprehensive model of action proves to attend citizenship contributing to a better society, from engaging a successful collaboration across sectors. The creation of two models of collaboration helps to progress in the positive interaction between the third sector and government. This paper is also original because it gives voice to people directly involved on the field and uses their knowledge to describe drivers and assess collaboration and participation of the third sector. Peer review The peer review history for this paper is available at: https://publons.com/publon/10.1108/IJSE-06-2019-0378

scholarly journals Improving community support for older people’s needs through commissioning third sector services: a qualitative study

2019 ◽  
Vol 24 (2) ◽  
pp. 116-123 ◽  
Author(s):  
Neil Chadborn ◽  
Chris Craig ◽  
Gina Sands ◽  
Justine Schneider ◽  
John Gladman
Keyword(s):  
Older People ◽  
Exploratory Study ◽  
Third Sector ◽  
Community Support ◽  
Self Management ◽  
Third Sector Organizations ◽  
The Third ◽  
Improve Measurement ◽  
The Third Sector ◽  
Service Data

Aim This exploratory study of commissioning third sector services for older people aimed to explore whether service data was fed back to commissioners and whether this could improve intelligence about the population and hence inform future commissioning decisions. Background Third sector services are provided through charities and non-profit community organizations, and over recent years services have developed that assess and advise people for self-management or provide wellbeing support in the community. Third sector services have an opportunity to reach vulnerable populations and to provide intelligence about them. Some third sector services are state funded (commissioned) in the United Kingdom. While evidence is available about the commissioning of statutory health and social care, as well as private providers, there is limited evidence about how third sector health services are funded. Methods Participants were recruited from commissioner organizations and third sector organizations, both with an interest in supporting the independence, self-management and wellbeing of older people. Organizations were recruited from five purposively selected sites within one region of England (East Midlands). Semi-structured interviews explored the relationships between commissioners and providers and the nature of funding arrangements, including co-production. Interviews also explored collection of data within the service and how data were fed back to commissioners. Focus groups were held with older people with the potential to benefit from wellbeing services. Results Commissioning arrangements were varied, sometimes complex, and often involved co-production with the third sector. Commissioners valued third sector organizations for their engagement with the local community, value for money, outreach services and ability to provide information about the community. Assessing the needs and outcomes of individuals was integral to delivery of support and advice to older people. Diverse approaches were used to assess an individual’s needs and outcomes, although there were concerns that some assessment questionnaires may be too complex for this vulnerable group. Assessment and outcomes data were also used to monitor the service contract and there was potential for the data to be summarized to inform commissioning strategies, but commissioners did not report using assessment data in this way, in practice. While the policy context encouraged partnerships with third sector organizations and their involvement in decision making, the relationship with third sector organizations was not valued within contract arrangements, and may have been made more difficult by the tendering process and the lack of analysis of service data. Conclusion This exploratory study has demonstrated a diversity of commissioning arrangements for third sector services across one region of England. Most commissioners invited co-production; that is, the commissioners sought input from the third sector while specifying details of the service. Service data, including assessments of needs and outcomes, were reported to commissioners, however commissioners did not appear to use this to full advantage to inform future commissioning decisions. This may indicate a need to improve measurement of needs and outcomes in order to improve the credibility of the commissioning process.

Understanding the Social Economy and the Third Sector

2014 ◽  
Author(s):  
Simon Bridge ◽  
Brendan Murtagh ◽  
Ken O’Neill
Keyword(s):  
Social Economy ◽  
Third Sector ◽  
The Third ◽  
The Social ◽  
The Third Sector

Managing Third Sector Organizations

2020 ◽  
Author(s):  
Alex Murdock ◽  
Stephen Barber
Keyword(s):  
Real Life ◽  
Third Sector ◽  
Third Sector Organizations ◽  
The Third ◽  
The Core ◽  
Current State ◽  
The Third Sector ◽  
High Level ◽  
Managerial Perspective ◽  
Stakeholder Environment

What is the state of what can be described as management in the third sector? At its heart, it discusses the long-held assertion that these organizations are reluctant to accept the need for ‘management’. After all, what makes third sector organizations different, by their own estimation, from their commercial equivalents is the deeply embedded concepts of mission and values together with a distinctly complex stakeholder environment. For all that, there are also “commercial” pressures and an instinct for survival. To serve the mission necessarily needs resources. And there is a perennial tension in high-level decision-making between delivery of the mission and maintaining solvency. Third-sector organizations, like any other, are innately concerned with their own sustainability. It is here that the analysis is located and there is an opportunity to examine the topic theoretically and empirically. By introducing the concept of the “Management See-Saw” to illustrate the competing drivers of values and commercialism before exploring these identified pressures through the lens of three real-life vignettes, it is possible to appreciate the current state of play. Given all this, it is important for modern organizations to be able to measure value and impact. From a managerial perspective, the reality needs to be acknowledged that this environment is complex and multi-layered. In drawing the strands together, the discussion concludes by illustrating the importance of leadership in the sector, which is a powerful indicator of effectiveness. Nevertheless, with a focus on management, the core contention is that management remains undervalued in the third sector. That said, commercial focus can increasingly be identified and the longer term trend is squarely in this direction.

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