RCN Consultation policy

Consultation Policy

Through Policy, Research and Information, RCN engages rural communities in policy change through consultation; makes policy responses to government; encourages voluntary representation on various agencies/bodies/partnerships and carries out research on poverty and social inclusion in rural areas.

If you would like RCN to consider a particular policy area please get in touch either through the noticeboard, discussion forum or feedback form.

A Sector Skills Agreement for the Lifelong learning Sector Developing Solutions

Consultation on Rural Post Offices

Rural Policy Think Tank

A Sector Skills Agreement for the Lifelong learning Sector Developing Solutions

Perspectives from the Community Development Sector in NI

This consultation workshop was hosted by the Rural Community Network and facilitated by Anna Clarke, Community Development Consultancy.

The workshop took place on Friday 9th November at the Crieve Centre, in Stewartstown Co. Tyrone and attended by the following people:

1. Bebhinn McKinley – Women into Politics
2. Claudine McGuigan – Rural Community Network
3. Gareth Harper – Rural Community Network
4. Lesley Baillie – Rural Community Network
5. Amanda Gilmour – Victim Support
6. Margaret Ferguson – Community Change
7. Aidan Campbell – Rural Community Network
8. Barbara McCabe – Queen’s University, School of Education
9. Michael McGoldrick – First Steps Women’s Centre
10. Ann Marie McStocker – Rural Community Network
11. Libby Keys – Rural Community Network

The workshop explored these solutions from a NI community development perspective.

Prioritisation of the solutions
The solutions were not ranked in order of priority during the discussion. The issues to do with ‘professionalisation’ and the concept of a CPD framework generated the most discussion and debate and there was general consensus that these solutions are ones that will be of significant importance across the CD field/strand.

Views expressed on the proposed skills solutions

Theme - Developing capacity and capability across the sector:

Solution 1. - Exploring the options for ‘professionalising’ all parts of the lifelong learning workforce
There is widespread lack of understanding among other fields of work (strands and constituencies) as to what community development is. This lack of understanding and lack of recognition had lead to a devaluing of community development work. This solution must also support professional awareness of community development as an occupational field of work in its own right, with its own occupational standards. This awareness raising needs to take place across all sectors and be based upon a clearly articulated definition of what community development is (as much as what it is not) and also be informed by the underpinning values.

In addition, community development as a valuable occupational field of work should be promoted as such. There are many experiences of development worker jobs being seen as a stepping-stone into another sector or field or as a ‘holding’ position until something better comes along. This is not a way to promote community development generally or as a field of work. People should want to actively work in this field and see themselves as contributing to a thriving sector. This is what we must strive towards promoting.

Understanding of the term ‘professionalism’ varies considerably. In NI there is support for raising the quality of practice, ensuring equality of access to development opportunities and establishing standards for the requisite skills and experience needed to undertake community develop work effectively and efficiently. However, there is concern that for some ‘professionalism’ infers paid employment only, and the need for a level of qualification that will exclude many skilled and experienced practitioners and also bar those who enter community development via an activist route.

This solution must find an inclusive, participative and supportive definition of ‘professionalism’ that values and shares the good work done by those on a voluntary basis as well as paid.

It must be recognised that many people involved in paid community development work come via the activist route. If this route is closed off or made inaccessible then the field/strand will lose a rich and valuable source of practitioners.

It is vital to ensure that there are a variety of routes into community development work and to gaining ‘professional’ recognition and/or qualifications and that each is valued and supported.

It is also important to fully appreciate that much of the community development work that takes place is undertaken by volunteers and indeed that many of the paid community development workers in NI are managed by volunteers – the employers. It is therefore not feasible to considerable professionalizing the workforce if the professional development of the management committees/employers is not supported in relation to their role as managers. This is vital for employer buy-in.

In terms of stakeholder support for the professionalizing of the workforce it is vital to secure the support/buy-in of the different funders of community development activity. These range from Government departments (in NI most notably Dept of Social Development and Dept of Agriculture and Rural Development – not DEL), Councils, Health Trusts, Charitable Trusts etc as well as EU funding). There needs to be an alignment between the terms and conditions of offers of funding and the systems and structures put in place via the SSA to enhance the ‘professionalism’ of the workforce and therefore the sector.

For example; many voluntary management committees members sit on recruitment and interview panels without having undertaken employment/recruitment training. They are inexperienced in the legalities of their situation and often what they are looking for, and how to assess it in candidates and not least putting themselves into a vulnerable situation. By contrast, voluntary members on the Boards of Governors of schools who recruit and interview staff, are required to have undertaken training provided by the Education and Libraries Boards, the NI Council for Integrated Education and CCMS. Within the community development field there is no compulsion and although it is promoted as good practice, access and availability and recognition of the need to do it is ad hoc.

Any strategy to ‘professionalise’ the workforce must also take on board the knowledge and skills needs of the employers and in particular be accessible to and supportive of small employers. It is the view of those participating in this workshop that the providers of management committee training should be grounded in community development.

However, the question has also been posed as to whether it is appropriate for small community groups to be employers. Is it fair to expect small groups to take on this level of responsibility and there is agreement that many do so because funding has been made available when the reality is they do not fully appreciate all that is involved. Does creating an environment where hundreds of small groups have their own workers actually fragment the field/strand? These are debates which have not been fully explored and which will have bearing on how the professionalism of the workforce is taken forward.

Suggestions that have come forward during this consultation include:
1. support for the development of a Strategic Framework for Community Development in NI (similar to that recently launched in Wales) would significantly contribute to raising awareness of these issues, promote debate and encourage understanding of the NOS for community development work.
2. the establishment of a workforce development plan for the community development field with agreement and buy-in from all stakeholders
3. a flexible route map that supports access and development of workers/practitioners from different points of entry
4. the means to formally recognise ongoing skills/knowledge development without having to go and do a course/get the bit of paper.

Solution 2. - Develop an integrated CPD framework and model for the lifelong learning sector, where appropriate
There is a need to review the employment structure within the field/strand of community development. At present there are a plethora of small community groups who employ maybe one or two workers. These workers are often unsupported in many ways. This is not an approach that will strategically develop the community development field/strand. There needs to be a more strategic and consistent approach to the employment of workers. This relates not only to CPD but also management and supervision.

An integrated CPD framework needs to be applicable and appropriate for volunteers as well as workers.

Any CPD model needs to be mobile and travel with the worker so that as people move from one job to another there is agreement and acceptance that if a part completed course/programme of study is appropriate within the community development field/strand and therefore within the CPD framework that the new employer should also support its study/completion. This is important in terms of valuing the sector and employers recognising they are part of it and have a responsibility to support it. This also relates to Solution 4.

Any funding provided for the employment of workers should include a requirement to implement/support the CPD framework in its terms and conditions of offer. Staff development budgets, particularly in small organisations are often non-existent or the first to go.

The CPD model needs to be able to formally assess, acknowledge and credit the skills and experience people have already gained and are using within the work/volunteer context. It should not simply be about going along to 5 days training a year to tick a box and say you have done it. It must be a model that is meaningful to the context of community development work.

Solution 3. - Develop a ‘skills for learning professionals’ qualifications framework
The community development field/strand would benefit from a structure informed by that in place for youth work (but not replicated and imposed).

Theme - Developing partnerships across the lifelong learning sector with partners and employers:

Solution 4. - Develop collaborative working across the lifelong learning sector, in order to recognise and disseminate good practice
Many organisations within the voluntary and community sector in NI have the scope to develop Centres of Excellence in relation aspects of community development. For example, NICVA has delivered management training programmes up to Masters level for those in voluntary/community sector management roles. The Rural Community Network based in Cookstown with a NI wide remit is developing a centre of excellence in rural community development. Community Change has developed a range of programmes designed at promoting and enhancing governance structures and systems within the sector. Partnership and collaboration could further enhance this work and embed it within a more strategic framework.

Solution 5. - Support lifelong learning employers in the move towards more learner-centred/demand-led learning and training opportunities
There needs to be far greater engagement between the LLUK constituencies in relation to moving from supply led to demand led training opportunities. Such opportunities also need to be fully accessible across NI.

Theme - Addressing recruitment and retention issues across the sector:

Solution 6. - Develop sector-wide career pathways
1. The ability for people to gain recognition for common and specialist skills/knowledge in one employment context and then build to and enhance these and/or other common and specialist skills having moved horizontally or vertically is to be welcomed provided it is accessible across NI and also supportive of the activist route into community development.

2. However, it should be noted that although LLUK has grouped teachers and community education tutors with community development, it is not safe to assume that a community education tutor can move jobs easily or naturally to become a community development worker or a teacher simply move across to become a youth worker. They are distinct occupational areas of work and movement across occupational areas is only appropriate when adequately supported in terms of skills development.

Solution 7. - Develop a knowledge bank for information, advice and guidance (IAG) professionals and others, in order to support new entrants and existing staff in the sector
This is important and is informed by the debates in relation to ‘professionalising’ the sector. Community development needs to be promoted clearly as an occupational field of work. It must have a distinct profile.

Solution 8. - Recruitment programmes to address specific shortages in the lifelong learning sector
There are a wide variety of issues that affect recruitment and retention in the community development field/strand. Not least of these is the chronically short time frames for contracts which mitigates against job security and sufficient time to build the necessary relationships and deliver a work programme and be able to measure impact and outcomes.

A far more strategic approach is needed to supporting the sector and with it would come many of the solutions identified here.

The issue of management committee/employer capability in matters relating to staff recruitment, selection, preparation of job descriptions, person specifications, management and supervision was discussed. It has also been raised and there is sufficient anecdotal evidence available to support the view that lack of retention is brought about by relationship breakdown between employers/employee, or simply the lack of support and isolation of employees. Where voluntary management committees are in an employing role, there needs to be strategic support available to them to enable and equip them to fulfil the role effectively. Again, these are issues must be addressed strategically.

Theme - Addressing leadership and management skills needs:

Solution 9. - Develop a UK-wide leadership and management strategy
Any leadership and management strategy for community development must consider;
1. Appropriate notions of leadership and management for this field of work and one size does not fit all
2. The leaders and managers are often by default volunteers. This strategy must therefore include those acting in voluntary management capacities as they are managing the workforce
3. The leadership and management focus within community development work must also reflect the values of community development. It is not appropriate to simply import the Leadership and Management standards.

Theme - ‘Future proofing’ the lifelong learning workforce:

Solution 10. - Develop the business case and resources to support the use of technology in the sector, particularly relating to information learning technology (ILT).

ILT has huge potential for the community development field but the structures, resources, skills and knowledge are not in place to take advantage of it.

ILT could greatly enhance the scope for learning and development referred to in other solutions. It also has potential to expand the scope of general community development activity if the workforce has the skills and resources to utilise it. Some practical examples of how ILT could be used to support community development activity might be through the use of video conferencing technology to network with groups in other countries/continents, the sharing of materials and resources on line, twinning links, joint programmes and projects etc.

Consultation on Rural Post Offices

The Government has released its consultation document on the future of the post office network. The consultation document describes the government's future funding arrangements and structural plans for both the urban and rural parts of the network. Postwatch welcomes the consultation paper, having pressed for government action on the post office network for more than two years.

The Consultation closed for responses on 8 March 2007.

Information and questionnaire relating to the current Post Office Network consultation is below. This consultation is a crucial exercise, as it will help determine the long-term role post offices play in rural and urban communities and as such, we would urge you to contribute your thoughts on this important issue. If you wish your opinions to help form Postwatch’s response to government – please return completed questionnaires to gemma.greer@postwatch.co.uk

Alternatively, you can respond direct to DTI – the consultation paper is available online at www.dti.gov.uk, or you can telephone 0845 015 0010 for a copy.

Briefing paper for stakeholders	Briefing paper
Consultation Response Form	Consultation form
Link to RDC web page on Post Office	http://www.rdc.org.uk/publications/news.asp
Link to RDC consultation questionnaire	http://www.m-del.com/rdc/PO_Consultation_Questionnaire.doc

Rural Policy Think Tank
The Killer Questions

On 19th February RCN hosted a ‘Rural Policy Think Tank’ attended by over 60 community representatives from across rural Northern Ireland. The Think Tank identified ‘Killer Questions’ – that is those questions which rural does not like to be asked of itself, that politicians do not like to be asked about rural and those questions which Government Departments and Councils do not like to be asked about rural.

The ‘Best worst Questions’ identified under each of the areas were:

RURAL:
• Why do you still expect to have your choice of residence subsidised?
• Is rural special?

POLITICIANS:
• Rural is under attack what practical actions are you going to undertake to address this?
• How do you show that you value rural communities?

Government Departments & Councils
• What specific policies and programmes has your department developed which reflect the needs of rural communities?
• Why are you not listening to the crucial issues that are hitting rural communities hard and affecting people’s lives and livelihoods like hospitals and planning etc?

Feel free to use these questions in stimulating debate locally and in challenging Government Departments and Councils. Perhaps most timely you could address the ‘killer politician questions’ to those nice folks that will be knocking on your doors over the coming weeks looking for your support on the 7th March!!!

For further information contact Michael or Gareth at RCN.

Rural Community Consultation Manual