Jane Hustwit, Association of Chairs board member, looks at how funders support small charities. This blog is based on a talk Jane gave to Yorkshire Funders, an organisation which supports funders of all sizes and from all sectors.
Understanding the reality of life as chair of a small charity
I have put to one side the big issues facing all of us – the cost of living, energy prices, financial constraints on local authorities (and others), rumbling political and social uncertainty (local, national, global).
These impact the whole voluntary sector profoundly, but are especially tricky for those charities that are not income-generating in any way.
The unique leadership role of a charity chair
Being a chair is a leadership position. It’s a role with major responsibility but very little power, maybe a little more influence. It’s sophisticated, complex, constantly changing or developing. Think about the emergence of safeguarding, GDPR, never mind COVID and its impact, plus there’s now AI to consider.
And, of course, chairing is a voluntary role – more than occasionally, a commitment that the occupant is somewhat bounced into. Those the chair leads are also volunteers. Relations with your CEO, if there is one, can be far more flexible than with conventional line management.
What Association of Chairs members say
These are the types of comments we hear consistently from members of the Association of Chairs:
- “Sometimes I am really lonely. There is no one appropriate to talk to or take advice from. Yet I’ve got some of those tricky three o’clock in the morning challenges to deal with.”
- “I feel surprisingly unsure, my confidence has plummeted. I don’t know what I don’t know.”
- “I simply don’t know how to do it – for instance, create a truly diverse board or develop an effective working relationship with my CEO.”
Organisation evolution brings its own challenges
For those who are familiar with more structured governance, voluntary sector culture – whilst formal and regulated – is very different. It has a particular style. It can lack pace, speedy decision-making or appear overly consultative in comparison. Understanding and appreciating different values and ethics is never easy.
A small charity may have been created by a highly committed founder, rightly driven to make a change. Or it may have been set up years ago and desperately need restructuring or refreshing, to meet new demands. All of these bring delicate yet tough challenges.
Of course, this is what the Association of Chairs exists for – to help chairs, vice chairs, and potential chairs navigate successfully through whatever comes their way.
The challenges facing small charity CEOs
Let’s not forget that CEOs of small charities have a tough job too. One CEO, running an urban farm in Leeds, said:
“The role requires you to be the head of IT, of HR, of finance, of governance, of operations, of fundraising, of strategy and partnerships, the volunteer manager, your own PA/Exec assistant, the stand-in support worker when a staff member is ill, the stand-in cleaner, and in my case the stand-in farmer, as well as a replacement receptionist!
I never anticipated a worldwide pandemic, nor expected to be regularly unblocking sewers and drains, cleaning toilets nor assisting in the caesarean birth of a lamb!”
This helps to give a sense of what those leading and working for a small charity are dealing with on a daily basis – unexpected situations, multiple demands and tasks way outside of their role.
How funders can support small charities
As funders, you are key. You have a critical role in supporting small charities to survive and hopefully thrive.
Ideally, you ask yourselves occasionally: “How can we make the lives of chairs (and others) easier?”
5 tips for how funders support small charities
- Offer multi-year funding whenever feasible. It offers security, lightens the pressure of constant resource acquisition, and supports realistic, sustainable development.
- Continue to fund work that has the desired impact, is successful, is meeting a need. Fund it for as long as possible, ideally past the shiny new development stage. Again, there is security, less bid writing to do and you can be assured it is making the right difference.
- Fund core/running costs. Unrestricted funding is invaluable: allowing, supporting, and underpinning other key work.
- Make the application process user-friendly. Aim for brevity. Do not ask for the same or similar information repetitively or at several stages of the process. Make sure you really need, and use, the data being requested.
- Consider other forms of reporting, such as a video rather than a written document. It could involve more of the clients or users, staff, and trustees of the organisation, giving a real feel for what is done and how it is done.
Small charities are vital
Small charities can achieve so much, and help so many, despite the challenges they face. And when something works, when an idea is supported, when clients develop and grow, when music is made and gardens blossom, it is rather wonderful and deeply satisfying.
About our guest author Jane Hustwit
Jane is an Association of Chairs (AoC) board member, and serial volunteer, with over 30 years of experience with charities, in director, trustee and chair roles. Jane has a particular interest in the governance and leadership of small charities, their survival, development and wellbeing.
“As a Londoner living in the north of England, I am aware of how different our experiences can be. I want to help AoC deliver strong, effective support for chairs struggling with complex challenges of governance in places where needs are increasing, resources diminishing and there is considerable uncertainty.”
