Understanding Challenges In The Third Sector - Essay Example

?Understanding Challenges in the Third Sector Table of Contents Introduction 3 Concept, Theories and Models 5 How Challenges Can Be Tackled 11 Critical Evaluation 11 Conclusion 13 References 14 Introduction Third sector organisations are a part of alternative sector which generally works on a non-profit motive for the betterment of overall society. In practice, third sector organisations are non-governmental and charitable organisations that encompass community, voluntary and non-profit organisations along with self-help groups, networks and clubs. They are generally different from private and public sectors (Corry, 2010). It can also be stated that third sector organisations focus on facet of common good irrespective of diverse work culture as well as cohesion of activities. The sector also comprises practical logic as well as different types of social entities (Crittenden & Crittenden, 1997). Third Sector Research Centre (TSRC) is considered to be one of the core components of the Civil Society Almanac working for over for 10 years with the collaboration of National Council for Voluntary Organisations (NCVO). Third Sector Research Centre focuses on the charitable organisations related to civil society. It can be stated that the TSRC plays an important role in providing charitable needs to the people in the communities of the United Kingdom. TSRC receives financial support from Economic and Social Research Council (ESRC), which is the office for the Civil Society and Barrow Cadbury Trust. TSRC as a part of the civil society argues that organisations in every sector depend on civil support that necessitates the commitment of individuals through sharing of financial aid and time in accordance with the organisations. St Elizabeth’s Centre is a charitable entity which was founded in 1903. It significantly works on aiding and supporting children along with adults who face learning disabilities. It largely focuses on establishing a centre of excellence that specialises on rendering constant support to people who are suffering from disabilities like epilepsy (St Elizabeth's Centre, 2013). In response to, I am very fortunate to have been working in the St Elizabeth’s Centre organisation, as my placement bestows me the primary responsibility for focusing on charitable initiatives to help people belonging to the diverse communities of the UK with compassion and care. Moreover, I have learnt that people suffering from learning disabilities can be recuperated with the constant compassionate support and care (St Elizabeth's Centre, 2013). Social enterprises are organisations that conduct business, bearing the primary objective to maintain the betterment of the societies through education, social activity and financial aid which assist in generating income for the organisation (Social Enterprise Alliance, 2013). The enterprises are also liable for common good to provide safety and security along with performing economic activity (Economic and Social Research Council, 2013). Based on this conception, the essay intends to provide a reflective assessment based on the experiences obtained in St Elizabeth's Centre, on the concepts and models of third sector organisations and challenges faced by the organisations in the modern day context. It also provides certain pertinent understanding regarding the ways to deal with the challenges. Concept, Theories and Models Resources and Impact The successful orientation of an organisation focuses on the availability of adequate resources within the workplace premises. It can be stated that mobilisation of the resources is significant in building third sector organisations such as St Elizabeth's Centre, which generally indicates a charitable organisation. Resources assist in maintaining time and work efficiency in the charitable organisation, which enables them to build and foster effective work culture. Moreover, with adequate supply of resources, it positively influences the process of work performed in the organisation. This would in turn facilitate in solving the problems of the organisation through adequate usage of available resources for the betterment of the society (Phorcast, 2010). As deemed previously, adequate resources prove to be beneficial for the organisation. The available resources provided to third sector organisations are offered not only in terms of monetary transactions but also through various tangible assets that are covered on the basis of trust as well as transparency in the organisation. Moreover, other resources available for the organisations include labour, capital and human resources among others. In relation to St Elizabeth's Centre, I have realised that the aspect of making clear distinction in between the role of regular staff and volunteer creates significant challenges in terms of human resources for the organisation. With the availability of the resources, efficiency in the functioning of the organisation can be effectively handled. The allocated resources also assist organisations in evaluating the relevancy of their utilisation and helping charitable organisations in building values and demands of the stakeholders for serving them efficiently. With reference to the resources of St Elizabeth's Centre, I have recognised that that the organisation also possesses certain financial, human, capital and equipment resources (Young & Grinsfelder, 2009). These resources require to be taken proper care of in order to ensure efficiency of the work process for the charitable organisations such as St Elizabeth's Centre, with collaboration and teamwork (Blickstead & et. al., 2011). However, in the practicality of the term it can be stated that increase in income as well as funding for the organisations could provide major challenges in maintaining the efficiency of activities performed within the premises. Both increasing incomes and fundraising have become equally important and provide the major challenges for St Elizabeth's Centre. There are three ways of money-raising for organisations observed, which include voluntary donations, deliverance of public service as well as effective functioning of social enterprises and granting of an aid. I have further observed that the St Elizabeth's Centre most generally suffer due to insufficiency of resources, which can be considered as a major challenge for the organisations to implement successful work related orientation in the given sense of the term. With inadequacy of funding, effective functioning of the work process for charitable organisations such as St Elizabeth's Centre probably remain in doubt. This factor compels these entities to take financial aid from the government to implement the operations successfully. This results in difficulties in collaborating within a team (John Hopkins University, 2003). I have further realised that partnership needs negotiating attributes as well as skills for maintaining efficiency in organisation. Nevertheless, it can also be observed that certain inefficiencies are at times generated within the organisation regarding skills and managerial functions which are needed for maintaining complex leadership functions (Garcia, 2008). In reference to the challenges, I have observed that St Elizabeth's Centre is facing difficulties with adequate generation of funds through solicited sources. The St Elizabeth's Centre focuses on aiding children in distress thus it needs adequate funds to run varied programs related to agency activities. Moreover, before the children are handed over to their prospective adopters, these agencies are the prime elements who take adequate care of them (Clark & et. al., 2013). Government Influence Government influence can also be considered as an important aspect which helps in identifying the value of the organisation through diversification as well as providing voices for groups who are representable. The interference of government influences on promotion of solutions towards environmental as well as social challenges. The governmental issue also focuses on decreasing poverty related concern, making development of community as well as ensuring upright social service. Moreover, it can be stated that the success of third sector organisations relies on leadership competencies, participation of members, accountability and creativity along with supportive environment in the external basis (Panahi, 2013). In the context of governmental influence on St Elizabeth's Centre, it has been evident that government assists such charitable enterprises to maintain business activities along with upholding environmental and social needs for maintaining the objectives of the community as a whole in the UK. Moreover, governmental interventions also focus on providing assistance by sanctioning funds for the communities regarding education along with increasing the level of living and other necessary amenities. The UK government has provided ?42.5 million for organisations of third sector. Around ten registered charities have been excluded from the third sector organisations, which include the British Council, Nuffield Health, CITB-Construction Skills and Anchor Trust among others (Clark & et. al., 2013). My observations have shown there are certain problems related to funding the contracts by both local and central government. A conducted survey also provided assumptions regarding dissatisfaction with opportunities given in three year or longer contracts as well as overhead problems. Measurement of government expenditure for third sector organisations can be depicted on the basis of transfer payments for its contribution towards public services. Moreover, in the context of government departments, it can be observed that various subcategories provide relevance to organisations that are voluntary in nature. Furthermore, in the context of payments, it can be stated that voluntary sector plays a vital role in providing services to the local population (Clark & et. al., 2013). The challenges faced by third sector organisations regarding governmental influences include contracts which are provided on a yearly basis and have become the order of the day in the modern day context. This has created difficulties for third sector organisations such as St Elizabeth's Centre with increasing bureaucracy as well as inefficiency in continuity for clients. Another challenge that can be identified is inadequacy in the measurement for taking decisions for allowance of funds by the central and local governments, creating disparities in between funders and third sector organisations (The Scottish Government, 2011). Management The aspect of management in relation to the third sector organisations emphasises on directors, volunteers, staffs as well as board members in non-profitable organisation (Werther & Berman, 2011). With an increase in growth rate in these organisation, there has been an influence in the societal context. Moreover, in relation to the bureaucratic aspects, it can be stated that these organisations are very compassionate towards their work display for maintaining performance of the job in mass scale. The third sector organisations usually differ in purposes, style of operations as well as dependence on voluntarism (McGrill & Wooten, 1975). In reference to management in St Elizabeth's Centre, I have observed that management bodies include various personnel such as directors, staffs and volunteers. Their duties include solutions on training funds and generating employment opportunities for individuals. In general, the cost of investments for managers is essentially around ?246 million in 2009-10 (Hudson, 2009). As a part of management initiative, St Elizabeth's Centre organises donation campaigns where varied volunteers take part to raise funds. Suffering children are taken for trips to various places and, moreover, they are guided to enhance their cleanliness so that they are able to make their lives better (Hudson, 2009). The challenges faced by management of St Elizabeth's Centre can be identified as structural issues related to governance, accountability as well as participation. Cultural issues include diversity as well as organisational learning. Another challenge is uncertainty and complexity within the organisational context which proves to be detrimental for organisations functioning in the third sector. Other challenges can be recognised as the deliverance of improved and new services for communities during requirements. The other crucial challenge is regarding their attempt to create synergies amid the initiatives taken by different agencies through building of partnerships (Lewis, 2001). Mission, Purpose and Accountability The objective and mission of Elizabeth's Centre are to improve the stability of the organisations through organisational performance along with bestowing a sense care by ensuring of development of people in varied meaningful activities. Moreover, this would help in generating accountability as well as transparency. The third sector organisations emphasise on qualitative and learning oriented services (Hache, 2011). How Challenges Can Be Tackled The challenges faced by St Elizabeth's Centre can be tackled through the support of collaborative leadership which would help the organisations to render services towards the conduct of various programmes (Macmillan & McLaren, 2012). These challenges can also be overcome by developing innovative solutions on maintaining the activities of the organisation. By means of increased collaboration and development of partnerships, it would also assist the third sector organisations in maintaining the sustainability to a considerable extent. Moreover, through training programs leaders would be able to receive ample opportunities of coaching which would help them to identify their aspect of collaboration along with provision of innovation in the work process, consequently benefiting the society by a considerable level (Institute of Leadership and Management, 2013). I have also observed that these organisations help in successfully managing the perceptions and expectations of the stakeholders to maximise values to society and maintain orientation to the customers (Garcia, 2008). Critical Evaluation From the above observation, it can be evaluated that third sector organisations such as St Elizabeth's Centre are charitable organisations that emphasise on working for the betterment of the society. To achieve this, the organisations are required to have adequate resources, which include human capital, equipment, funding along with maintaining the operations of the activities performed by the stakeholders in the organisation towards the development of the society. In this context, the aspects entail facilities for education and development of social support for people in need, such as disabled persons. However, in their honest endeavours, these organisations face challenges while offering services to society in terms of generation of required funds, adequate availability of resources, governmental influence as well as management of different activities. These are required to be mitigated with the collaborative support from government, leaders and management for maintaining effective operations and upholding better initiatives to the society (Third Sector Capital Partners, Inc., n.d.). Conclusion From the overall reflective evaluation, I have evidently comprehended that third sector organisations are charitable organisations which emphasise on the betterment of the society through providing facilities to the underdeveloped people in the countries. These organisations provide support with the assistance of required finance, management support, competent and supportive human resources as well as governmental influence for maintaining effective functioning in the society. Thus, third sector organisations focus on ascertaining the common good through their comprehensive efforts towards societal development. References Blickstead, J. R. & et. al., 2011. Collaboration in the Third Sector: From Co-Opetition to Impact Driven Cooperation. Wellelesly Institute, pp.1-58. Clark, J. & et. al., 2013. The UK Civil Society Almanac 2012. National Council for Voluntary Organisations, pp. 3-91. Corry, O., 2010. Defining and Theorizing the Third Sector. Springer Science + Business Media, LLC, pp. 11-20. Crittenden, W.F. & Crittenden, V.L., 1997. Strategic Planning in Third Sector Organization. Journal of Managerial Issues, Vol. 9, No. 1, pp. 86. Economic and Social Research Council, 2013. Third Sector Research Centre. Home. [Online] Available at: http://www.esrc.ac.uk/about-esrc/what-we-do/our-research/TSRC.aspx [Accessed April 25, 2013]. Garcia, D.M.R., 2008. Evaluating The Organizational Performance And Social Impact Of Third Sector Organizations: A New Functional Realm For Nonprofit Marketing. 8th International Conference of the International Society for Third Sector Research, pp. 1-24. Hache, A., 2011. Under The Radar: The Contribution of Civil Society and Third Sector Organisations to Einclusion. European Commission, pp. 1-72. Hudson, M., 2009. Management without Profits. Directory of Social Change. Institute of Leadership and Management, 2013. Third Sector CEOs to Tackle Collaborative Leadership. Home. [Online] Available at: http://www.i-l-m.com/centres/10603.aspx [Accessed April 25, 2013]. John Hopkins University, 2003. Bridging Social Divides: The Role of the Third Sector. International Fellows in Philanthropy Program, pp. 1-16. Lewis, D., 2001. The Management of Non-Governmental Development Organizations. Vietnam National University, pp. 1-242. McGrill, M.E. & Wooten, L.M., 1975. Management in the Third Sector. Public Administration Review, Vo. 35, No. 5, pp. 444. Macmillan, R. & McLaren, V., 2012. Third Sector Leadership: The Power of Narrative. Third Sector Research Centre. [Online] Available at: http://www.tsrc.ac.uk/LinkClick.aspx?fileticket=Pb6rd6wJ9nM%3D&tabid=891 [Accessed April 25, 2013]. Panahi, M. A., 2013. Distributed Leadership in Third Sector Organizations. University Of Saskatchewan, pp. 1-13. Phorcast, 2010. Third Sector. Home. [Online] Available at: http://www.phorcast.org.uk/page.php?page_id=257 [Accessed April 25, 2013]. Social Enterprise Alliance, 2013. What’s a Social Eenterprise?. About. [Online] Available at: https://www.se-alliance.org/what-is-social-enterprise [Accessed April 25, 2013]. St Elizabeth's Centre, 2013. About Us. History. [Online] Available at: http://www.stelizabeths.org.uk/History [Accessed April 25, 2013]. The Scottish Government, 2011. Changes to the Funding Environment. Home. [Online] Available at: http://www.scotland.gov.uk/Publications/2011/02/23102624/2 [Accessed April 25, 2013]. Third Sector Capital Partners, Inc., No Date. Introducing Third Sector Capital Partners. Document. [Online] Available at: http://web.cof.org/2013Annual/docs/OverviewofThirdSectorCapitalPartners.pdf [Accessed April 25, 2013]. Werther, W.B. & Berman, E., 2011. Third Sector Management. Book. 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