Do we need a civil society strategy?
At a recent election forum, previous Minister for the Community and Voluntary Sector, Hon Poto Williams said “we are the most voiceless in terms of a sector, but we are the most important”. So, how will the for-purpose sector have a more powerful voice? How can we harness the collective efforts and energy of the sector to create a sustainable, inclusive and thriving Aotearoa?
Options for a stronger voice
There are many possible answers to this question. First, we could build up our community sector networks and umbrella bodies, such as Hui E! Community Aotearoa and Community Networks Aotearoa Te Hapori Tuhononga o Aotearoa, to ensure they are properly resourced and that their mandate of supporting community groups is optimised. Second, we could create more effective channels into government through, for example, establishing a Charities Commissioner or an Advisory Body to represent the views of this diverse, yet important, sector. Third, we could create a vision for the sector, and civil society more broadly, through developing a Civil Society Strategy. It is this third idea that I’ll focus on.
Exploring a Civil Society Strategy
Two years ago, the United Kingdom launched a Civil Society Strategy to encourage a more coherent, linked up and engaged civic space. The following reasons demonstrate the need for a similar framework here in Aotearoa, New Zealand:
Strained government | non-profit relationship
The relationship between the community sector and the government has been strained for a number of years. This was recognised by Greens’ spokesperson Jan Logie MP at the recent election forum, when she said “central government relies 100% on our community networks and organisations to deliver our policy agendas. That reality is not properly realised yet”.
Siloed and disengaged decision-making
New Zealand policy-making can at times be incredibly siloed and disengaged with reality. While the new Public Service Act 2020 will contribute to cross-department thinking, the influence of the for-purpose sector into policy-making is yet to be formalised. This was recognised at the election forum by then New Zealand First spokesperson Hon Tracy Martin who said that local communities know best what is needed for local communities and we need to change the framework by which the government interacts with, and funds, community.
Sustainable Development Goals need to be enhanced
Even before the pandemic, there was an estimated US$23 trillion gap in our ability as a planet to achieve the Sustainable Development Goals. Governments cannot achieve these goals alone, but there appears to be no plan for how we might harness the collective energy of the for-purpose sector, maximise its potential, and empower community engagement. As Hon Alfred Ngaro expressed, the NGO and volunteering sector are the backbone of our country – and should be front and centre in meeting our obligations under the SDGs.
Advantages of a strategy
The process of building a strategy would encourage engagement in how the government-civil society relationship can be enhanced. It also presents an opportunity for key players, both in government and in our civic space, to come together and start mapping out a shared direction for a more prosperous Aotearoa. Finally, it presents us with an opportunity to place New Zealand within its global context and identify gaps and opportunities in meeting the SDGs, with people at the heart of that process.
Other strategies
We already have a Tourism Strategy, a Child and Youth Wellbeing Strategy, a Biodiversity Strategy, a Health Strategy, a Disability Strategy and an Employment Strategy. It seems strange that we don’t have a strategy underpinning the fundamentals of our society.
The Open Government PartnershipNational Action Plan (NAP) may provide a helpful framework for forming the Civil Society Strategy. In OGP, governments work with civil society to create action plans with concrete reforms. This model helps ensure citizens play a role in shaping and overseeing government and our 2018 – 2020 NAP recommends, for example, deepening public engagement in policy development and digital service design. Our 2018 – 2020 NAP is a helpful starting point, but is of a narrower scope than a Civil Society Strategy, focused on government accessibility rather than empowering civic decision-making in and of itself, through for example investment in local communities or opportunities for young people. As we recover from Covid-19, a Civil Society Strategy could be our chance to build on our existing OGP and re-set and encourage dialogue between civil society and government to shape our direction forward.
Overseas comparisons – Australia
In Australia, an Australian cooperative is working on developing a national civil society strategy. They are aiming to shift the economic system so that it prioritises ecological health and social justice. “It’s a very big picture vision connected to specific recommendations and actions around what we need to build a better society into a climate change future”, says co-founder and director Dr Michelle Maloney (Pro Bono News). In New Zealand, we have groups such as Aotearoa Circle and the Sustainable Business Network helpfully suggesting frameworks for a more sustainable future. Yet, we do not have a coherent, cross-sector or cross-society viewpoint.
Conclusion
With our team of five million, there seems no reason why delivery of a strategy for civil society should not be possible, particularly when compared to populated Australia and the United Kingdom (who are already making the effort). Instead of lagging behind, perhaps it is time for us to demand a Civil Society Strategy and harness our collective for-purpose voice.
