One of the key principles within community organising is moving from problem to solution. Working out our asks is a fundamental step to negotiating and bringing about change.
Our case is the biggest in employment law in a generation, fighting for basic rights like paid annual leave and the minimum wage.
The Windrush scandal has pushed Britain’s harsh immigration policies into the limelight, forcing one ministerial resignation and an apology from the government. But people who have lived and worked hard in Britain for many years are still losing their jobs, homes, being denied NHS treatment - who are the people fighting for the rights of migrants?
Is this the most honest blog you've ever read about what's going wrong in the social enterprise sector?
People talk about a desire to break down the barriers they see springing up between them and their neighbours. But often, they don’t know how. For English civil society to flourish in our fast changing world, we must begin to answer that question.
Our website and helpline work well, reaching over 1.5 million people, and we have dipped our toe in with a couple of regional admin offices. But we know that if we really want to enhance our face-to-face support and work more closely with older people we need to be embedded in their communities.
Civil society, like the society it serves, is ever changing. If we are to harness the transformative energy of young people and communities, structures and funding will need to change to keep pace. People are eager to work together for the common good, we just need the government and funders to loosen the chains and let it happen.
What exactly are the characteristics which make a good organisation in the aftermath of the Oxfam and Save the Children scandal? I think we know such bodies when we come across them, and they are often grassroots initiatives with a strong sense of place and locale, and of mission and founding leadership.
Will the future be stronger for voluntary sector providers of adult social care if disabled people are truly at the heart of our decision-making? Why do professionals talk on behalf of their beneficiaries when people themselves and their families are capable of and willing to speak up?
A few years ago, YHLCOSA, a charity working to prevent sexual harm, made radical changes to the way it operates. It was a change which saw the charity develop much stronger relationships with its local business community, in order to support its work across Yorkshire, the Humber and Lincolnshire.