Feedback on the notes from the face-to-face meetings
Notes from the face-to-face meetings are gradually being added to the library on this website. If you attended one of these meetings, please read the notes and let us know via this discussion whether there are any points that need correcting, clarifying or adding to.
If you didn't attend the meetings, but see something of interest in the notes, please share your thoughts here - whether you agree, disagree or have some extra detail to contribute.
All you ideas and contributions are welcome.
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Notes from Auckland face-to-face meeting on 19 Feb 2009 (30 KB)
NewUser3 Comment 1 13 Mar 2009, 9:12 AM
In relation to the point about public servants volunteering in organisations - there may be some potential conflict of interest issues that need to be discussed and managed, but the systems and processes shouldn't prevent volunteering.
I would suggest that community groups and public servants interested in volunteer opportunities shoudl look into the Community Internship Programme, which allows a person to work in the community organisation for about 3 months - providing both their employer and community group with options to form new linkages and benefit from new knowledge and skills. I think there is info available on this scheme on the DIA website, or through local community advsiory services (their contact details are on the DIA website).
In relation to the point about public servants volunteering in organisations - there may be some potential conflict of interest issues that need to be discussed and managed, but the systems and processes shouldn't prevent volunteering.I would suggest that community groups and public servants interested
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TheReader Comment 1.1 17 Mar 2009, 9:08 AM
I think concerns about conflicts of interest are overstated. The reality is that thousands of public servants are already volunteering in their communities and they manage to separate their professional and personal interests.
I don't believe volunteering (or a few internships) will help to change the culture of government though. It is the system of compliance, micro-management, second-guessing and bureaucracy that get in the way of public servants having open, equitable relationships with community partners (and I mean partners in the real sense of the word).
Just because you do something with an agency, give them money or contract a service from them does not make you partners.
We need to recognise that government agencies and community groups have different roles simultaneously - sometimes it is a purchaser/provider relationship, sometimes it is a simple information exchange, but at other times it is appropriate (and necessary) for them to collaborate/partner to identify/address an issue. We should not expect this type of relationship all the time - and sometimes the community sector can be just as difficult to deal with as govt can be. Many of the ideas suggested for upskilling the public servants are also needed for people in the community sector.
I think concerns about conflicts of interest are overstated. The reality is that thousands of public servants are already volunteering in their communities and they manage to separate their professional and personal interests.I don't believe volunteering (or a few internships) will help to change the
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NewUser3 Comment 1.1.1 30 Mar 2009, 8:24 AM
I think you have summd up quite nicelt the diverse horizontal and vertical tensions that can exist between the various players in the sector. Both public servants and organisations need upskilling, but adjacent to that are the non-govt staff and management bodies that also need an investment in skills development etc...and not from their existing stretched budgets.
If the govt wants an act civil sector it needs to invest in it - from civics education at school, through to support for community governance and leadership resources.
I also agree that the conflict of interest risks are over-stated, and are often a convenient excuse not to take action.
I think you have summd up quite nicelt the diverse horizontal and vertical tensions that can exist between the various players in the sector. Both public servants and organisations need upskilling, but adjacent to that are the non-govt staff and management bodies that also need an investment in skills
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