From the top...
In a recent roundtable event hosted by the Directory of Social Change (DSC), 21 voluntary sector representatives raised issues that threaten to trip up the ‘step change’ called for by Nick Hurd in making Big Society happen.
Hitches ranged from hefty TUPE obligations, such as unaffordable sick pay provision to commissioners who “just don’t get it” when it comes to ensuring the smaller grassroots voluntary organisations can show what they are capable of. Part of the problem is that now many local authorities are facing severe spending cuts themselves, some are tempted to “pull up the drawbridge” to protect as many council jobs as possible. The other obstacle remains one of the dice being loaded in favour of the large contractors; an attitude Cabinet Office minister Francis Maude says he wants to change.
However, one of the biggest risks to the Big Society vision is an inability to change entrenched behaviour and mindsets – including those within the sector. This was a theme Andrew Hind developed in his Charity Trustees Network annual lecture address. “Good intentions to support the small guys may get sacrificed on the altar of economies of scale”, warns the Charity Commission’s former chief executive. And his concern at some of the language used around competing for government contracts and grants – as well as public donations – highlights how some of the private sector attitudes have permeated what he terms the “charitable ecosystem.”
A good place to address a step change in culture is in the boardroom – because any problems left unresolved there (or taken offline) will inevitably seep into the day-to-day operations. The joint ventures, tenders and innovative funding deals are not going to get off on the right foot if there is confusion (or infighting) back at base about strategic direction and objectives. More of the same “because that’s the way we always do it” just won’t cut it in this new environment.
I really liked Hind’s idea of a mentoring, or buddying system between trustees and this could be developed into an organisational one; ideally with a third party facilitator to pull it all together and articulate the learning points. If several charities are pitching together for a particular contract or grant, a structured exchange of feedback not only helps build trust but makes the ‘charity consortium’ look a good bet to the contractor or funder. Just listening to the exchange of ideas and support at that DSC roundtable event was evidence of how much they have to offer each other.
So whether it is a step up, step change or just a large mountain to climb; most explorers would concur it is best to check endurance levels and equipment before setting out – and that most accidents happen on the way back.
Author: Clarissa Dann
Clarissa Dann was the editor of Caritas as well as an HR and management online service,he People Bulletin until July 2011.
She is now the editor of the specialist trade finance magazine, Trade and Forfaiting Review which can be viewed at www.tfreview.com but does write on charity finance and investment from time to time.
Clarissa has a background in legal and professional publishing, as well as business journalism and holds an MBA from
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