Stable, multi-year funding and better commissioning so the third sector can prevent problems and change lives.
In Jersey, some of the most important work happens out of sight.
It happens in community centres, parish halls, food banks, advice services, and small charities – often before problems become visible to government.
These organisations are not an optional extra.
They are often the first line of response when Islanders begin to struggle.
And yet, we continue to treat them as peripheral.
That is a mistake.
The Problem
Three issues are becoming increasingly clear:
• Charities and social enterprises are often funded short-term, limiting their ability to plan and grow
• They are brought in late, once problems have escalated into crisis
• Their insight is underused, despite being closest to emerging need
At the same time, demand is rising:
• cost of living pressures
• housing stress
• mental health challenges
• increasing strain on families and carers
In many cases, charities see these pressures first.
But the system does not consistently listen – or respond early enough.
A Clear Direction
If we are serious about prevention, resilience, and value for money, we need to change how we work with the third sector.
Charities and social enterprises should be seen as core partners in delivery — and as part of the system’s leadership.
This is beginning to be recognised.
Through the Health and Social Care Jersey Partnership Board, the third sector now has a place alongside:
• public services
• healthcare providers
• and other system partners
That matters.
Because it creates a structure where:
• early insight can inform system decisions
• capacity can be planned across sectors
• and partnership moves from aspiration to delivery
But representation alone is not enough.
It must be matched by how we fund, commission, and work together.
Three Practical Mechanisms
1. Move from Short-Term Grants to Strategic Partnerships
Too much funding is still:
• short-term
• fragmented
• uncertain
This limits impact.
We should move toward:
• multi-year funding agreements
• clearer expectations around outcomes
• alignment with system priorities through the Partnership Board
This allows charities to:
• invest in staff
• plan ahead
• and expand where needed
It is a shift from “supporting projects” to building system capacity.
2. Use the Third Sector as an Early Warning System (and act on it)
Charities often see changes in demand before they appear in official data.
For example:
• rising use of food banks
• increased requests for advice or support
• early signs of mental health stress
Through the Partnership Board, this insight can now be:
• shared more systematically
• linked into decision-making
• and acted on earlier
Prevention is not just about spending less later.
It is about seeing sooner – and responding as a system.
3. Commission Services Where the Third Sector Adds Value
There are areas where charities and social enterprises are particularly effective:
• community-based support
• early intervention
• home-based care and social support
• services built on trust and local knowledge
In these areas, we should:
• commission services directly
• support scaling of successful models
• align commissioning decisions with Partnership Board priorities
This also links to a wider goal:
Keeping more economic and social value circulating within the island.
When local organisations deliver services, that value stays in Jersey – economically and socially.
Further Measures
Alongside these core changes, we should also:
• Improve coordination between government and the third sector, reducing duplication
• Support capacity building, including governance and leadership development
• Encourage collaboration between charities, businesses, and public services
• Recognise the role of the third sector in supporting home-based care and community resilience
• Ensure funding reflects the shift toward prevention and early intervention
Over time, this strengthens both the care system and the wider economy.
Closing
Jersey already has a strong third sector.
But we are not yet using it as effectively as we could.
The creation of the Partnership Board is an important step.
But its success will depend on whether it genuinely reshapes how we work – not just how we meet.
If we continue to treat charities as peripheral, we will continue to respond too late – and at higher cost.
If we bring them fully into the centre of the system:
• we act earlier
• we spend more effectively
• and we build stronger communities
This is the kind of practical reform I will argue for – recognising that some of the island’s greatest strengths are already here, and giving them a full role in shaping our future.
And I would genuinely welcome your view:
Where have you seen charities make the biggest difference – and how could we support them better?
Contact me on bernardplace2026.com or bernardplace2026@gmail.com
