Welcome to our first newsletter of 2009 - complete with a new look, a new layout and a new focus. NZCOSS has taken the reins of newsletter production from the very capable hands of Sharon Torstonson at Christchurch Council of Social Services. Many thanks to Sharon for all her years of devoted composition, and compilation! As always, we aim to bring you up-to-date news and views from within the community and voluntary sector as well reporting from happenings in local and central government. We're also delighted to inaugurate a new feature focusing each quarter on a member COSS; this issue's column is on COSS Dunedin and all the positive life-affirming programmes Sue Russell, her executive and her team are developing in support of the Dunedin community.

VIEW FROM THE CHAIR

In 2009 thus far, our public, private and organisational discussions have been about the encroaching international financial crisis and the uncertainty which that brings to much of our lives and our working objectives.

In Aotearoa we are still uncertain about quite when the hard hammer of the crisis will fall upon our nation, how deep the blow will be and how long it will take us to recover. Serious predictions range from the hammer glancing off us around about now, through to a fifteen year drag to get over a massive impact.

One highlight of the commentary so far has been an economic writer's extended essay on how the high profile economists are themselves confused, uncertain, divided and fundamentally ignorant about the extent and impact of the crisis. That writer avoided the opportunity to bring any certainty to the matter.

There are points of comfort and resource from which we may equip ourselves and our organisations to live and work through the impact of the crisis; to keep delivering vital communications, connections and services to the sector and yet, still be placed to continue these activities as the economic recovery occurs.

One point of comfort and resource is that delicately suspended on the availability of the next breath, each of our human lives are acts of enduring and outrageous uncertainty. Modern times have been a constant lure for us to expend massive amounts of time, money and energy into those illusions of certainty offered by consumer and insurance products, security systems, retirement savings, social position, property and (believe it or not) domestic and international enhanced investment opportunities!

In Auckland, people have begun to spend autumn holidays at home rather than to travel and yet, they've purchased record numbers of tickets to the local Festival of Arts. Nationwide, we are not going out to restaurants but we are taking more wine home - no doubt, at least for some, to drink with hearty home cooking. In back and front yards around the country, buckets and flower pots are beginning to sprout with home grown vegetables.

At a less philosophical and frivolous level, the front edge of the crisis has already hit; people are being made redundant from full time employment and many are losing hours from casual jobs. The job market sections in most newspapers have shrunk from full and separate sections to just a few pages. People relying on income from investments are in for a lean time and the relief of low interest rates for mortgage holders is offset by the struggles of people whose home and other property values have slumped. The relative position of beneficiaries will be further eroded as a result of tax cuts for earners and persistent high prices for basic goods and services.

For the family of organisations in the NZCOSS membership and the network of related groups, there are widespread challenges of funding sources and early signs of a solidly increasing demand for social service and support.

At NZCOSS our recent discussions and decisions have demonstrated the instincts, experience, common sense, ability and commitment we have to work our way through uncertainty to keep doing our job. What we are doing is matched by the activity in our member organisations. The priorities are:

• Identify in statements of purpose and mission our core activities, and focus on maintaining them;
• Seek to secure existing funding sources and look for new and different sources;
• Work closely with associated and compatible organisations on points and programmes of common purpose and concern;
• Often in association with other organisations, present to local and central government and other relevant authorities our proposals and solutions for social service as well as community response through this time of crisis and push hard for the ones that gain serious support and traction;
• Care for our workers. Organisations may not be able to lift pay rates much or even at all, for a while; yet we can show an active concern about work loads, new and extended challenges and new pressures on personal and family budgets that may invade our workers' lives. In this spirit NZCOSS is going ahead with our biennial Hui in early October with our programme designed to provide learning and support for coordinators and other workers in our member and associated organisations;
• To gather and use good information from the real experiences of our organisations and communities so that we may know more clearly the impact and effect of the crisis and develop effective responses. NZCOSS has initiated a continuing series of surveys for our member groups to record the changes in the availability of resources and in workloads. Tracking those changes will enable NZCOSS to develop our programmes of support and to communicate the survey data to good purpose;
• Keep focused on the individuals and communities around us - the ones we work with and the ones we work to support and serve. For it is through these people that we will ascertain what adaptations and enhancements to our work will be required to support and care for these communities.

Another reality in our beautiful land is that with the exception of those who now face raw hard times, most of us will still be making choices between and among grades of affluence unknown and unavailable to most of our global human community. For those of us in our community of social service we must garner the spirit, strength, commitment and resource to equip ourselves to live through uncertainty and do the work we are commissioned to deliver.

VIEW FROM THE EXECUTIVE OFFICER

Hi everyone,

Suddenly, we are finding ourselves in a not-so-brave new world with new rules and a great deal of uncertainty. In his article, Andrew Beyer discusses our philosophical viewpoints and ways of falling back on our own resources. NZCOSS, as an organisation, has been examining our priorities and I, as Executive Officer, am taking practical steps to try and represent you, the members, as best I can.

I think we all have to face some hard facts. Times are tough and they will get tougher. Funding sources are drying up and government itself, is undertaking line by line reviews of its own expenditure. This means we all need to start thinking laterally about how we survive and how we work together to ensure we make the best use of the resources we all have, to enable the best results for our communities.

There are many initiatives being taken here in Wellington and my belief is that one of the best things I can do is to maintain the channels of communication between our regions, the government, NZCOSS and other peer organisations.

I won't pretend that the word "rationalization" hasn't arisen again. This time, many organisations are taking this seriously and it is probably advisable for us all to review if we are duplicating services, as my understanding is that funding cuts may force some groups to either merge or fail. General conversation around the traps here is, let's have a "Plan B" because we'd rather work together as communities to save costs in our own ways rather than be "done to" by an external (i.e., government) decision. In my opinion, the best way for us all to get through this, is keeping the lines of communication open, both with each other and with those who we rely upon to keep our organisations going.

It is most important that government understands umbrella organisations and the vital role they play in providing cohesion and support for agencies on the coal face. It is essential your local government realises that without a strong and dedicated community sector, the disadvantage intensifies; and this will impact on their regions and communities especially in times of financial stress.

I am taking these messages to Government and you must take these messages to your City Councils and your local MPs.

STATE OF THE NATION SURVEY

About a month ago, as the global financial storm continued to worsen and all manner of rumours abounded around the country regarding potential funding cuts, we decided that it mightn't be a bad idea to keep track of what is happening out in the sector and how everyone is coping with these great challenges. To that end we've composed and sent a short survey, which we will distribute every two months to keep an eye on our membership's (and their membership's) well-being, financially and clientbase-wise and otherwise. Thus far we've had a bumper crop of responses, so thanks to you all for your input. We'll be drawing for that petrol voucher closer to the transmission of the next survey in April. So don't worry, we haven't forgotten!

MANAMAHI EMPLOYMENT RELATIONS RESOURCE

We have compiled ManaMahi in partnership with the NZ Federation of Voluntary Welfare Organisations, Community Waikato and the Service and Food Workers Union Nga Ringa Tota. It is a series of guides and resources on employment relations issues for tangata whenua, community and voluntary sector organisations.

ManaMahi contains 17 best practice guides and six resource booklets relating to a wide range of employment relations issues.

Topics covered include:

• Good employment practice in our sector
• Guide to employment law
• Employment Relations Act
• Employment agreements
• Human Rights Act
• Treaty of Waitangi
• Minimum employment rights
• Pay and employment equity
• Work-life balance
• Training and supervision
• Health and safety
• Performance management
• Managing employment relationship problems
• Mediation
• Unions
• Employment practices liability insurance
• A sample employee handbook, and many other useful examples and checklists

Produced by the Workplace Wellbeing Project, ManaMahi was launched at a series of seminars on "Valuing the Work of Our Sector" in centres around Aotearoa New Zealand in late 2008. You can order your ManaMahi pack at $25 each (including GST and postage). Contact us on 04 472 3364 or email: manamahi.orders[at]gmail.com.

DOES SOCIAL ENTERPRISE PROVIDE AN ANSWER?

by Roger Tweedy, Wellington City Council

Roger has had a long involvement with the community voluntary sector with years in community enterprise space which initially arose out of recession of the late 80's. He keeps abreast of the issues internationally and has attended several overseas conferences around social enterprise and social entrepreneurship. Feedback encouraged on vpeople[at]xtra.co.nz.

In uncertain times many community organisations are looking for alternatives as other funding streams dry up.

One option is around finding new markets for our services and an aspect of this can be called 'social enterprise'. (An article defining what is and what isn't social enterprise is for another time.)

Internationally, social enterprises are trendy and often with good reason. They can give clients jobs, jobs training and even markets for their products. In addition, social enterprise can generate surplus cash and thereby secure a reliable funding stream for non-profit programmes.

Before you head off in this direction, an article the latest Social Innovation Review out of Harvard University provides some helpful advice. Just as the often quoted figures around the number of small businesses that fail, the writers question that, "The vast majority of non-profits lack the infrastructure and expertise to launch successful businesses. Is your organisation in the minority that is ready for revenue? "

It gives the following useful checklist to work through with your staff and board before setting out on this possibility.

© Stanford Social Innovation Review, Winter 2009

Since the demise of the Community Employment Group there is little assistance available to help organisations considering entering this area. Many of the public 'business advisory services' are precluded by their funders from assisting NGO's (something NZCOSS maybe should be taking up with government) and the commercial providers, e.g. accountants, often lack knowledge of the special nature of the community and voluntary sector.

As an example, one of the background papers presented by an international consultant to the recent Jobs Summit noted when discussing the lack of credit available in the world markets, "the lazy balance sheets of many of the international NGO's." His assertion was based on the business model of debt/equity ratio's suggestion that the NGO could afford to 'risk' more of their money. (Tui Billboard - This approach has certainly worked for business.)

The fundamental difference between the two types of enterprise -- certainly at the level many of us work -- is we cannot spend until we receive it. Many community and voluntary service organisations I have known over the years have ceased to exist because they overlooked this difference. For-profits, in contrast, generally make their money by going into debt to others.

Looking to the checklist, the one in my view that is most important is 'mission alignment'. The road to success is littered with organisations, blinded by opportunities outside their fundamental purpose. Often, I used as an example the wonderful YMCA shop that ran successfully in Lower Hutt for many years. The shop was a successful enterprise but just as importantly it carried out the YMCA mission of empowering young people - a real win-win.

Other reasons for entering into social enterprise can include: social enterprise as community building (I saw a great example in Canada where a whole area of a small town was transformed -- www.theworkingcentre.org), human service redesign including testing of new models of delivery and as a tool to include disadvantaged people in the real economy. There was an interesting paper on the latter at the ANZTSR Conference in November, "Social Inclusion through Social Enterprise (see Jo Barraket's paper on www.communityresearch.org.nz).

All mission alignment reasons are not necessarily for the primary objective of making money. Social enterprise may well offer some options for your organisation. Be wary that 'all that glitters is not gold' and do your homework.

Happy enterprising!

CHECKING OUT THE SCENE IN...........Dunedin

With all the talk of doom and gloom, recessions and depressions, these days, it's great to come across community organisations which remain energised, focused and positive thinking. And one of those is Council of Social Services, Dunedin!

Executive Officer Sue Russell says, "In the past year, we've taken a good look at ourselves, who we are, what we're doing and where we're going. We've consulted with our members, we've talked with both our staff and our executive. And after much deliberation we've given our COSS a new, updated look! We renamed ourselves, redesigned the logo, created a new purpose and a new vision. We widening our platform from an original narrow sphere on community health to a much broader spectrum within the community."

The Council of Social Services Dunedin wears two different hats. The first one is to give support to community and voluntary organisations in the city; and there are many different projects on the go. COSS Dunedin handles the payroll and financial administration for organisations without a paid employee who need the help. The individual boards of these organisations do need to sign off on these things officially, obviously, but the COSS does all the legwork. Another example is supplying secretarial and general office administration support to these same types of organisations.

The COSS is becoming more involved in training for the sector, by the sector. They've begun to form partnerships and work in tandem with like-minded organisations. Examples include Toastmasters International which in partnership with the COSS will hold speechcraft courses to upgrade public speaking skills focusing on community personnel.

Another partnership is being formed with the Maverick Migrant Trust to educate and train local Health and Disability workers in the the best ways to settle in new migrants to Dunedin and provide appropriate and necessary services in a culturally sensitive manner.

Along with that the COSS provides their local directory, and disseminates information to local organisations through their newsletter.

Their other "hat" is monitoring and assisting in formulation of social policy. They provide the conduit through which the community and voluntary sector are made aware of policies formulated by central and local government as well as developing a social barometer through which to feed back to government the needs of the sector.

They are also developing areas that are needed to be researched. They are looking at teaming up with Otago University in partnership to research social and economic development.

The COSS facilitates Round Tables on pertinent issues such as social housing and problem gambling, with invitations going to a wide variety of community and voluntary organisations as well as hosting an annual Community Forum, focusing on pressing issues of the day.

Sue and her team are in the process of starting up Community Accounting Centres, based on the same principles of Community Law Centres and even investigating developing these sorts of centres in different areas of employment - HR and IT being two that are being looked at, at the moment.

And last but not least, COSS Dunedin is setting up a Youth COSS in partnership with the Malcam Charitable Trust for Dunedin's youth, driven by youth to address youth issues and drive youth projects, with trained youth mentor support.

Sue ends with, "So, while we're certainly living in challenging times, exciting things are happening here." As their new purpose states, "To provide support for the social service and community centre through administration services, advice, training and networking connections and to monitor the social environment and use that information to help influence decisions made by local and central governments and their agencies."

If your organisation has any events coming up, please do let us know so that we can include them in our next issue in which we will be adding a calendar of forthcoming events. We want your feedback. Please let us know what you think of this new format. If you have any issues you'd like to see covered, we're here to do the research and provide the information. We would welcome any contributions pertinent to our newsletter and provide a wide platform through which your organisation can be heard.

Please get in touch!