Kate McLaughlin

The Cross-Cutting Review of the Voluntary Sector: Where Next for Local Government– Voluntary Sector Relationships?

Osborne S. P. and McLaughlin K. (2004) The cross-cutting review of the voluntary sector: where next for local government–voluntary sector relationships?, Reg. Studies 38, 573–582. This paper evaluates the impact of the recent ‘cross- cutting review of the voluntary sector’ by HM Treasury in the UK upon that sector and places it within the context of evolving relationships between government and voluntary and community organizations (VCOs) over the past 30 years. It argues that this review represents a shift away from the recent policy paradigm of community governance, and the co-governance of local services, and back towards one of co-production, with the role of VCOs being that of service agents. It discusses the import of this paradigmatic shift in public policy upon the CVO sector. It argues that this new paradigm is predicated upon an attempt to modernize the CVO sector and to develop neo-corporatist relationships by it with government that threatens both the distinctive competencies of the sector and its distinctive contribution to local public services.

The once and future pioneers? The innovative capacity of voluntary organisations and the provision of public services: A longitudinal approach

Abstract The prior history of voluntary and community organisations (VCOs) as pioneers of public services during the late nineteenth and early twentieth century has lead to reification of the innovativeness of these organisations. Is this reification justified – are VCOs inherently innovative, or is innovation contingent on other factors? This paper reports on a longitudinal study of this capacity conducted over 1994 – 2006. This study finds that the innovative capacity of VCOs is in fact not an inherent capacity but rather is contingent upon the public policy framework that privileges innovation above other activity of VCOs. The implications of this for theory, policy and practice are considered.

Relationship marketing, relational capital and the future of marketing in public service organizations

This article proposes an innovative model of marketing practice for public services. This is rooted in the paradigm of relationship marketing and emphasizes the need to build relational capital between and within organizations operating in the public services arena. It is argued that this is essential for the effective management of contemporary public services in the fragmented state.

Trends and Issues in the Implementation of Local ‘Voluntary Sector Compacts’ in England

This article evaluates the current attempt to develop local ‘compacts’ between local government and the voluntary and community sector, as a way of structuring the evolving relationships between these sectors. It is based on documentary analysis and semi-structured interviews with key national and local informants. The first part of the article charts local government-voluntary sector relationships in England from 1979 to 2000. The second part introduces the concept of the ‘voluntary sector compact’, and argues that this is central to the Government’s approach to these relationships. The third part explores the implementation of the Voluntary Sector Compact in England at both the national and local level. Finally, the authors draw out key lessons for the future of relationships between local government and the voluntary sector in England.

Modelling the Challenge of Changing Institutional Relationships Between Government and the Voluntary Sector in the UK

Since the election of the New Labour government in the UK in 1997, the voluntary sector has been drawn from the margins to the mainstream of public policy making. At a political level the government has sought to change the nature of relationships between itself and the voluntary sector. In order to accomplish this, new institutional relationships need to be cultivated between public bureaucracies and voluntary sector institutions. This article evaluates the current attempt in the UK to develop institutional mechanisms for relationship building through the development of “compacts” between government and the voluntary and community sector. Such compacts offer a relational contracting approach to structuring evolving relationships between these sectors Since their inception in the UK, international interest in compacts has grown steadily. It is therefore important to begin to evaluate the key lessons from the UK experience to underpin discussions of policy transfer. This article is structured in four parts. The first part charts briefly government-voluntary sector (G-VS) relationships in England over the period 1979–2000. It draws examples in particular from experience in the field of area regeneration. The second part introduces the concept of the Voluntary Sector Compact (VSC), and argues that it is central to the approach of the current Labour government to these relationships. It differentiates this approach from that of the previous government, denoted here as the service agency model, and situates it within the meta-paradigm of community governance. The third part explores the implementation of the Compact in England at both the national and local level. The final part draws out key lessons from this for the future of Local Government-Voluntary Sector (LG-VS) relationships in England, situating these within an emerging model of LG-VS relationships.

Lesson Drawing from the International Experience of Modernizing Local Governance

Comparative perspectives on modernizing local governance provide a useful context for discussing change and continuity within the New Public Management paradigm. They highlight divergence within nation states as well as across nation states. The modernizing local governance debate challenges conventional boundaries between managerialism and public governance theory and new models are required to explore this territory. International case studies help to generate useful descriptive accounts of MLG policy tools and practices. Key lessons can be drawn out of these for further research to address gaps in understanding.

Modelling government – voluntary sector relationships: emerging trends and issues

This paper evaluates the current attempt to develop local ‘compacts’ between local government and the voluntary and community sector, as an example of a relational contracting approach to structuring the evolving relationships between these sectors. It is structured in four parts. The first part charts briefly local government — voluntary sector (LG — VS) relationships in England over the period 1979–2000. It draws examples in particular from experience in the field of area regeneration. The second part introduces the concept of the Voluntary Sector Compact (VSC), and argues that it is central to the approach of the current Labour government to these relationships. It differentiates this approach from that of the previous government, denoted here as the service agency model, and situates it within the meta-paradigm of community governance. The third part explores the implementation of the Compact in England at both the national and local level. The final part draws out key lessons from this for the future of LG — VS relationships in England, situating these within an emerging model of LG — VS relationships.

Good Dog SPOT? Single Pot Funding of Local Voluntary and Community Groups

This paper reports on a recent pilot project by the English government aimed at introducing ‘single pot’ funding for local voluntary and community groups. It finds that implementation difficulties undermined the success of the scheme. Moreover, whilst local voluntary and community groups were initially enthusiastic about the scheme, this was eroded both by the shortfall in funding for the initiative and by conflicting priorities for it from its national and regional flinders and from local groups.