Partnership Building for Social Capital Utilisation in the Context of Development in East London - Coursework Example

Partnership Building for Social Capital This paper deals with partnership building for social capital utilisation in context of sustainable development in East London and other such areas. In context of the impact of sustainable development on the physical environment and socio economic structure in the East of London including South East London would fit the model for sustainable management in the relevant areas in context of criteria like impact on the physical environment as well as the socio economic structure of the region. (Lsdc, 2006) This paper also has important observations on the various policies and how they affect various areas in terms of development apart from the effects of sustainable development on the socio economic fabric of various regions. This is due to the fact that South East London and other such areas have a wide variety of ethnicities. (Whelan, 1999) The elements of sustainable development depend on social capital which is as follows: Land Use Freshwater Management Wildlife Trade Pollution (Ervitt et al, 1994) Problem Areas: Various organizations like the London Sustainable Development Commission are of the belief that there are a number of gaps and issues that need to be looked into in order to provide more comprehensive facilities for these areas. These issues and gaps are in respect of the regular provisions that are made for the people on a day to day basis. Lack of resources is a major problem apart from faulty resource allocation of already scarce resources. (Elsdon, 1998) This is where partnership building comes into play. Manpower acquisition and allocation is another major issue for which widespread recruitment of volunteers and other employees needs to be carried out with a special focus on interns from the creation of awareness and psychological field. Further, apart from the financial problems, there is a lack of specialist services that will cater to these issues and find out the key problem areas that will help curb the problem of lack of development and focus on the detrimental effects of such lack on the region as a whole. (Whelan, 1999) These services must be available to carry out widespread work with the families and other people related to the region. Further, these services must have the strong backing of management tools so as to develop the plans and implementation process in a strategic fashion. This points strongly to partnership building. (Lsdc, 2006) Further, these strategies for partnership building need to operate at a regional and local level so as to bring maximum benefit to maximum people, owing to the fact that most people from socially deprived areas in East London, are unaware of the national policies in most matters. Purpose and Advantages of Instigating Partnerships: Placement of the right man at the right place, at the right time. A study of the motions and material handling practices within the organization or situation, so as to find the fastest and easiest way of carrying out an activity. The implementation of cost accounting in all areas of operation, tactical and strategic activities. De centralization of responsibility and authority so as to place a group of men under the supervision of one commander per area of operation. To create room for four to eight functional officers who will take care of various aspects of the overall task, so as to ensure that each sub task is carried out as regards minimum motion and cost per person. (Ervitt et al, 1994) The creation and use of partnerships in an effective manner can be furthered through adequate training and development tactics even when there is no incident. This can be done as follows: ( i ) Definition of specific knowledge requirements - this stage to examines the skills and knowledge level that is required to be developed within the overall social system in order to meet the new objectives identified by the training needs. This helps the management gain perspective as to which kind of training strategy will be the most effective one when adopted for the situation at hand. (Lsdc, 2006) ( ii ) Planning process - This includes paying special attention to the training techniques that have been used in the past and their effectiveness. This helps show any deviations and how they may be modified or discarded entirely. Further, in the planning stage, one also decides on the locations of training, which is generally based on the model being followed to meet training needs and objectives as well as other learning requirements. (Lsdc, 2006) ( iii ) Trainer Competence - For competence in partnerships one has to depend on the competence of the volunteers. Thus it is crucial to have the right mix of all factors. One of these factors includes the trainer. While the organization itself may have a training department, it may also source its training projects to external trainers. These trainers are sent by training companies who conduct sessions over a period of a few weeks depending on the situation at hand and the employee requirements. Therefore, in choosing a competent trainer, the partners makes sure that they get the best of development as these trainers know the knack of basing their training on the availability of suitable training methodologies and the degree of responsibility within the partnership and area of responsibility. (Lsdc, 2006) ( iv ) Evaluation of training - this is where the planners evaluate the training needs and prioritize them before carrying out a similar process of evaluation for the training strategy they have in mind so as to link the strategy with the needs and reach certain projections regarding success or failure of the partnership. This helps bridge numerous gaps in the implantation stage and is thus extremely important and beneficial for a smooth sailing process of combining volunteers and resources. Through this process, there is also an increased focus on the specific training objectives so as to zero in on the best strategy, which will produce the scope for improvement and enhance the effectiveness of training. (Lsdc, 2006) ( v ) Implementation process - In this regard, the assessment of the existing methods are taken into consideration so as find the best option for making use of the strategy in terms of development of individual areas of the individual partners within the planning process of activities and projects. This helps save time and cut cost besides rendering a certain amount of effectiveness and authenticity to the whole process. (Lsdc, 2006) Policy Measures: There are a number of recommendations that needed to be adapted by the policy makers with the primary aim of the creation of a cultural state of things where respect and protection will be normal things to attribute to the various ethnicities that are a part of East London. In this regard, the Government needs to follow these guidelines as consideration to formulate apt policies that will create the scope for the people to enjoy partnerships that fuel sustainable development: (Elsdon, 1998) - The government needs to give special attention to the formulation of a strategy that is aimed specifically at the partnerships formed amongst the NGOs in East London, in context of the projections as well as those plans that are being currently implemented by various agencies. (Lsdc, 2006) - The government, in its policy considerations, need to give priority to the development of strategy that will revolve around partnership building in context of encouraging individual agencies to take to sustainable development as a tool to imbibe discipline and an organized way of living in the area. (Lsdc, 2006) - The ethnicities of this area are excepted and need to be treated accordingly due to the history of communal and other kinds of events that have marked the horizon of their backgrounds in general. Therefore, they need to be given similar rights as everyone else when it comes to legal protection within the activities of the partnership. (Lsdc, 2006) - In this regard, the safeguard functions of the Area Development Committees need to be made stronger so as to take on a more assertive role as far as protecting the newly formed partnerships are concerned. (Lsdc, 2006) - As for the effective management of the various systems that govern the operations of the various agencies and authorities, there needs to be a better form of knowledge management as well as acquisition through stronger legislative arrangements for the functioning of the partnerships. This can be promoted through better cooperation and information exchange patterns between various agencies. (Lsdc, 2006) - - The various agencies as well as authorities must make use of the information and knowledge that is first hand to them by converting the same into relevant statistics and reports that will act like well being indicators for goals like sustainable development. - Through a better legal and security framework, the government must ensure that there is an appropriate structure to combat threats to the partnership. (Lsdc, 2006) - The government must also invest more in a wide range of partnership related services. (Lsdc, 2006) Inter-Agency Co-operation A conjoined effort by a variety of organizations and authorities is a prerequisite for the success of the plans that have to be implemented in terms of the agreements between these agencies. (Ervitt et al, 1994) There is also a need for a more concerted effort to coordinate and plan activities and events that first and foremost help these agencies interact with other, and then formulate plans as to how people and areas facing a threat or hurdle to sustainable development can be helped. In this regard, it is imperative to note that these activities must be presented as platforms where there is a raising of awareness regarding the issue and the policies attached to the same. (Lsdc, 2006) Further, these events must be places where volunteers come together to interact and help each other. Also, the need for specialist services is imperative to make sure that there are guidelines that dominate the operational spheres of each of these agencies with respect to tools like local forums as well as the conditions of the services offered. (Whelan, 1999) Following International Standards: The best way for agencies in a partnership to formulate relevant and cohesive policies and operational guidelines, is to follow the example of various countries like Canada, Australia, New Zealand and the USA, when it comes to tools of dealing with issues involved in the use and protection of social capital. These tools include the use of police, legal protection, health and social care as well as specialist services through voluntary and development policies. (Lsdc, 2006) The work in East London, in this regard has special relevance when compared to the work within UK in general in terms of laying down benchmarks for the creation of an appropriate knowledge base and knowledge management system with proper recoding and transmission practices. This kind of comparison in formulating policies will help East England gain zero tolerance in cultural terms where abuse of social capital is concerned. (Elsdon, 1998) Networking and Stakeholder Analysis: Indicators and Outcomes of Partnerships If the statistics on the previous page are to be taken seriously, then one will have to admit that there are numerous gaps in the information available and the research areas. Therefore, there is a need for an entire voluntary wing made up of partnerships that will make sure that there is a provision of services to curb and handle sustainable development issues in areas like East London. (Everitt et al, 1994) This wing must be all purporting in its awareness drives as well as it focus on the provision of services in all corners of such areas. This kind of a specialized agency or wing could provide the missing link between the service providers and the information providers in terms of the stakeholders it caters to, so as to provide a better framework for the formulation and operation of policies at a regional and local level through the building of partnerships. Therefore, this voluntary wing must be organized to undertake research in a variety of fields so as to come up with relevant recommendations through extensive networking practices. (Lsdc, 2006) Also, it must recognize the gaps in the legislations by specifically aiming at research into areas that have been untouched. Through the building of partnerships, there will be a new lease of life in the activities carried out by the voluntary agencies. (Everitt et al, 1994) The organization of these agencies can be of primary importance to the sharing of knowledge for the effective achievement of goals the abuse of social capital is concerned. This might explain the setting up of various sub groups that are organized according to various issues that require individual attention. (Elsdon, 1998) These sub groups analyze the following aspects of sustainable development in and around East London in terms of the stakeholders involved: Child Protection; Criminal Justice; Education & Training; Inter-agency Co-operation; Information & Research; and Churches. (Everitt et al, 1994) These sub groups would focus on a variety of goals. The primary goal should involve the raising of awareness through training and the redefinition of social capital to fit a more extensive arena of sustainable development. (Everitt et al, 1994) Further, these sub groups should focus on their respective areas of study and research to find the gaps in various policy and procedural frameworks, so as to plan for the future in terms of providing for links that would acts as bridges between social capital and sustainable development issues and initiatives. Also, the sub groups can bring various other requirements to the fore such as the need for a better knowledge management and sharing system through a centralized definition of all matters pertaining to social capital and its elements. Inter agency cooperation is the foremost recommendation that can emanate from the operations of these agencies. (Whelan, 1999) References Whelan R (1999) Involuntary action: How voluntary is the voluntary sector Institute of Economic Affairs, London Everitt A and Gibson A (1994) Researching in the voluntary sector: Making it work ARVAC, London Elsdon K (1998) Studying local voluntary organisations: purpose, methods and findings Community Development Foundation, London London Sustainable Development Commission Annual Report 2005 - 2006. URL: http://www.londonshealth.gov.uk/PDF/NWRDAvisitjan06.pdf (Accessed during: October, 2008) Read More