The draft principles of the Civil Society Covenant framework – particularly the emphasis on participation – are positive.
Collaboration between civil society organisations and public bodies can be transformative when done effectively. In Barking and Dagenham, our experience shows that shared goals and a long-term commitment to achieving them form the foundation of effective partnerships.
It’s challenges like underfunding and power imbalances that hinder progress. Addressing these barriers is crucial to unlocking the potential of civil society relationships and creating meaningful change.
How Can We Improve Relationships?
Successful partnerships between civil society and public bodies are built on mutual understanding and transparency. A willingness to share data and openly discuss challenges enables creative problem-solving.
For instance, we facilitated a network that brought together the local authority and civil society organisations to attract new funding for the borough. Initially, conversations were stalled by unspoken pressures on both sides. By using facilitation tools to encourage open dialogue, we uncovered shared challenges and worked towards collaborative solutions. This approach not only clarified the path forward but also led to a promising funding bid that is now likely to succeed.
Civil society organisations often struggle to fully engage with public bodies due to limited capacity. To improve relationships, these organisations need investment in capacity building, particularly in areas like communication, data gathering, and insight sharing. Strengthening these skills will enable civil society to engage more effectively and contribute to meaningful partnerships.
The onus to improve relationships largely falls on public bodies. By acknowledging the unique value of civil society—its ability to connect with communities, foster innovation, and build resilience—public bodies can create more equitable partnerships. Adequate resourcing is essential to enable civil society experts to engage beyond the confines of their own organisations.
Barking and Dagenham offers good examples of progress in this area. Over the past decade, the borough has moved away from a paternalistic culture, leading to initiatives like our participatory social investment fund and an increase in collaborative funding bids through the BD_Collective.
Supporting Innovation in Civil Society
Civil society thrives when it has the resources and autonomy to innovate. Our place-based giving model is designed to provide communities with the tools and information they need to make decisions about their neighbourhoods. This approach encourages diverse perspectives and ensures solutions are relevant to residents.
Place-based giving schemes have shown significant promise in London and some other areas across the UK. Scaling this model nationally, with support from public bodies, could unlock further innovation and strengthen community connections.
Ensuring Accountability
To ensure the principles of the Civil Society Covenant are upheld, accountability measures are essential.
These could include regular reporting on participation and other principles, with feedback loops to communities. Drawing inspiration from the IVAR ‘Open & Trusting’ funding commitments, a mechanism could be established to review adherence to the principles. An independent steering group or a regulator like the Charity Commission could oversee compliance, much like the ICO does for data protection under GDPR.
For relationships between civil society and public bodies to thrive, both sides must commit to openness, equity, and resourcing. By investing in capacity building for civil society and encouraging collaboration and trust, we can unlock the full potential of these partnerships.
The Principle of Participation in the Civil Society Covenant Framework
As experts in participation, we want to ensure that participation isn’t limited to consultation or other forms of tokenistic engagement. True participation enables communities and local organisations to have a meaningful say in decision-making processes. But good participation requires additional time and resources. It cannot be expected of either civil society organisations or public bodies without appropriate funding.
Our experience of participatory decision-making has shown that it builds trust and agency and encourages innovation. For example, residents involved in our grantmaking processes have gained skills and confidence, going on to become trustees, school governors, and founders of their own projects and organisations.
Barking and Dagenham’s journey provides a blueprint for success—one that prioritises participation, innovation, and accountability to create lasting impact.
