Despite the growing significance of the voluntary sector in political planning, and despite increased research into the size, shape and structure of this sector, we still know little about its everyday dynamics.
Drawing on detailed case study research with eight organisations in the UK in 1999, Moving pictures fills this gap, providing an accessible and lively account of the working of voluntary sector organisations. It identifies eight key dilemmas of voluntary action and explores how these are experienced and managed within particular organisations. In addressing these issues through practitioners' voices, it highlights the human perspective on policy and practice.
The report will improve understanding of how voluntary organisations are structured and evolve, and how they respond to, or resist, opportunities and constraints. Issues covered include:
the infrastructure of small and medium sized voluntary organisations, and how they achieve much with little;
the values and dilemmas of volunteering;
the dilemmas of strategic planning;
the issues and tensions associated with external agencies and partnership working.
Moving pictures will appeal to practitioners and policy makers, to workers, volunteers and users, and to a wider academic and student audience endeavouring to make sense of their findings in a critically analytical way.
Pete Alcock is Professor of Social Policy and Administration at the University of Birmingham. Pete has taught and researched social policy for over thirty years, moving to Birmingham in 1998, where he has held a number of posts, including Head of the School of Social Sciences and Director of the ESRC Third Sector Research Centre (TSRC). He is author and editor of a number of leading books on social policy including The Student's Companion to Social Policy 5e (2016). His research has covered the fields of poverty and anti-poverty policy, social security, and the role of the UK third sector. Feb 17- retired - now emeritus professor
The purposes and potential of the case study approach; Infrastructure; Values and identity; Social entrepreneurs; Stakeholders and issues of accountability; Managerialism; Strategic planning; Networking; External agendas; Implications for policy and practice.