Local Administration, Enterprise, Voluntary work: creating community
In the Nineties we used to talk about voluntary work (non-profit) as the third entity, between Government and Market, as the subject capable of sensing people’s needs and interpreting them using rationales which had nothing to do with the Market and the Government. Subsequent studies, however, showed this could all look quite presumptuous and, above all, be of no help to non-profit projects. The response to a need cannot be left on the shoulders of volunteers alone. A social problem of such magnitude as disability – of whatever kind – and the consequent ambitious management projects, cannot leave out local authorities: absolutely independent voluntary work, which is particularly sensitive to people’s needs, takes on the organisation and management of the response to these needs, but it expects and solicits public offices to provide tools to help its efforts succeed. Hence the need for constant and analytical (and sometimes very tiring) communication right from the outset of the CLS project, the product of a mutual commitment aimed at comparing the methods and tools necessary to achieve a common aim: coping with an objective and pressing need in the community.
And what do you expect from the Administrative bodies? The interesting thing is that the Municipal Authority contributes to these voluntary projects by acting as a volunteer itself.
CLS was created thanks to a donation by the Municipal Authority, with the addition of constant donations by local benefactors. In 1983, the first premises and the first equipment for simple working activities (the assembly of cassettes and book binding) were provided for nine people, eight of whom were disabled.