New findings from a UK-wide survey, conducted by the Guardian's Voluntary Sector Network, reveal honest opinions about how charities are dealing with some of the sector's biggest developments, opportunities and challenges: including collaboration, financing, leadership skills and the Lobbying Act. Candid insight came from more than 150 diverse respondents across the organisational spectrum: chief executives, fundraisers, trustees, communications officers, frontline staff and volunteers. So what learnings can we take away?
Lobbying Act will "inhibit proper debate"
A report published by Charities Aid Foundation in May reiterated the importance of not-for-profits to engage in advocacy, "even when it involves criticising policy", and warned that heavy-handed legislation would "weaken the independence of non-profit organisations" in the UK. With the Lobbying Bill made law in January of this year, many charities feel this advocating power under threat.
13% of respondents were certain the Act would affect them, and nearly all expressed caution: including worries that it could reduce direct appeals to MPs, or impede on delivering change for the most needy. "It will increase our costs because of bureaucracy and force us to think twice before campaigning for vulnerable people's rights," said one participant. Another warned it would "inhibit proper debate".
Stepping in when the state retreats
Trust in government is generally low, with nearly half (46.8% reporting they have "no confidence" in its willingness to listen and respond to the sector's needs.)
So what should the state be doing better? Many pointed not only to more funding, but to a greater recognition of the gaps civil society fills in times of austerity. "Stop cutting funding when society is coming to rely on the voluntary sector more and more," was one respondent's message. Another asked the government to "recognise the work we do and understand that the third sector can step in - easily - when and as the State retreats." Others asked those in power to "listen more" and to value charities as a source of wisdom.
Facing the future: collaboration will be crucial
Looking ahead, the top three areas in which organisations expect to undergo changes were fundraising (52%), partnerships and collaborations (40.5%), and the use of technology (37.8%). Interestingly, more than 1 in 5 organisations anticipate a total shake-up, agreeing with the statement that "everything we do will change".
Yet despite the likelihood for funding and partnership models to shift, the path forward wasn't always clear. While collaboration is certainly not uncommon, a significant proportion of organisations admit their efforts are hampered by a lack of information, a deficit of time and money, or fear of confusion for services users. Others said this poverty of resource led to "rivalry" and bred competition for commissions, rather than partnerships.
While acknowledging these roadblocks, many stressed the importance of collaboration for the sector's longevity. "Collaboration has to be the way forward. We need to come together to help each other out," said one respondent, while another shared: "We are embracing collaboration, but it's not always easy".
Leading the way
Good leadership can help to temper the impact of the concerns above. So what makes a great third sector leader? "Resilience" and a capacity to "listen and work with staff at all levels" were cited as the top two qualities, while a "willingness to collaborate" and "confront government on key issues" also ranked highly. Nearly a third sought "innovativeness" too.
When broadening the question to reflect skills needed at all levels, over a third cited a "willingness to collaborate". Communication, desire to confront government and commercial acumen were also near the top.
In times of increased social challenges, attracting excellent people to a career in non-profits should hardly be a problem, one would think. After all, Keith Mogford and Rachel Whale recently identified "a belief [among job candidates] that the sector is a wonderful place to work", as part of Dame Mary Marsh's leadership and skills review – Leading Social - published last year.
However, the authors also wrote that a lack of entry points, clear career pathways and a coherent, compelling recruitment message were barriers to potential employees. On these points the Guardian survey forms an interesting complement. One fifth said that "lack of awareness about their organisation and mission" made recruitment difficult, while others faced challenges of cost, time constraints and misperceptions of working in the sector.
So what for my organisation?
Up and down the country, stretched resources and government policy changes are at the forefront of people's minds. These results send the message loud and clear that not only is the sector tired of being poorly funded, it wants its voice heard at state-level on today's social issues. Many organisations might be interested to hear, therefore, of a recent government consultation initiative, which invites VCSE organisations to work openly with the Cabinet Office until July in the development of a new £40 million sustainability fund.
It's also good to know that conversations on the issues raised are taking place across third sector channels, such as CAF's report mentioned above, or Independence Under Threat, published by the Independence Panel. On the topic of collaboration, the Charity Commission's guide to "Collaborative working and mergers" is an enduring resource, while their "Strength in Numbers" focuses on small charities. "Collaborating for impact", published last year by NPC and Impetus, provides valuable further thought on public-sector and charity contracts.
Considering how your own organisation might answer some of the questions posed can initiate an understanding of the best ways to innovate, work with others, and confront government when it matters most.
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