It’s probably fair to say that it’s an uncertain time for the not-for-profit sector. The Coronavirus pandemic has affected organisations in different ways, depending on their activities, their size or how they’re funded. Some have had to suspend their activities; others have continued but scaled down; some have had their income streams completely dry up; others have faced an unprecendented increase in demand. Odds are also that added into that mix have been the challenges of doing things differently, loss of staff or volunteers due to sickness, shielding or furlough, and mental health implications.
Reassuringly, people have come forward in their droves to help in their community; this is very welcome and many of us are beginning to think about how this impetus is best harnessed as we enter new phases. The increase in volunteering could pose challenges in itself as organisations try to ensure that people volunteer safely.
I wanted to bring together some of the useful things we’ve been sharing to help not-for-profits over the past few months, share what’s coming up and pose some questions for us to explore over the next few months.
I’ll start with what’s coming up.
Next week is Small Charity Week and there are lots of events listed on the Small Charity Week website. We’re hosting three events next week.
On Thursday, we’ll run a brief training workshop on the Charity Governance Code to help trustees understand their role. It will be most useful for trustees of registered charities or people who are thinking of registering their organisation as a charity.
This builds on the excellent series of webinars NCVO has produced on a whole range of topics, from protecting people, financial planning and making decisions during the Coronavirus pandemic. The webinars are all recorded and published on Youtube, so don’t worry if you’ve missed any; you can access them here.
I recently caught the recent NCVO webinar on ‘Board leadership: Supporting your charity through the next phase of the Coronavirus pandemic’
It encourages you to think about where your board of trustees are currently. Have they been helping out with delivery recently? It’s important to understand where the board is so that it can move on from emergency / survival stage and into the next phase; easing the board from management into governance and setting the charity’s direction will be important. And if planning might seem a futile exercise at the moment, there are some tools and tips for planning during uncertain times.
For both individuals who want to help and groups that have been taking on more volunteers during the period. This contains
hints and tips for what individual volunteers can do to keep themselves and others safe
ideas for what people can do to help depending on their circumstances
help and resources for groups that involve volunteers covering safety, confidentiality, lone working guidance and more.
We are still offering one-to-one support to Dudley borough groups. We can offer this support either by email or by online meetings. We do have quite a bit of demand so we appreciate your patience on this; please don’t hesitate to make contact with us!
Did you know that over the last 11 years, Martin and I have supported nonprofits to access more than £11million in grant funding? You probably didn’t because we only recently realised this ourselves!
Given that Martin and I have recently completed our eleventh year at Dudley CVS, and because we’re both utter geeks when it comes to keeping records of the people and groups we’ve worked with over that time, we thought it would be interesting to pull together all of our data about successful funding applications we’ve worked on. We’re both pretty staggered by (and proud of) the results.
Martin and I joined Dudley CVS within a month of each other back in 2008. Over those years we’ve worked together and helped each other to offer the best support possible to all types and sizes of not-for-profit.
My role is about helping people that want to establish or develop their not-for-profit by providing them with information, guidance and support on a range of topics they’re likely to run into, including:
What type of not-for-profit? Such as the concept of social enterprise, the definition of charity, appropriate legal structures
Planning, including long term vision, mission, purpose-setting, project planning, reviewing the organisation, financial planning
Roles and responsibilities of the people that lead not-for-profits, including governance training for directors and trustees
Connecting with others, which is becoming increasingly important
Governing documents and registration
Compliance – including regulatory obligations, insurance, reporting and policies and procedures
Asset development and asset transfer
Fundraising and income-generation
When I support groups with funding, it tends to be as part of wider support to help a group become established and ‘funding ready’, such as Dudley Feelgood Choir, Wall Heath Tennis Club and Bayer Street Allotments, though I do also help groups to identify appropriate funders for their work or projects and they do the rest. The idea is to give support in a way that helps groups to become more skilled and confident in putting applications together.
Martin’s role focuses on income-generation and because of this, he primarily supports organisations with larger bids. Martin says,
“Like the support groups give to their beneficiaries to help them to increase their skills, confidence and ability to do things for themselves, the way I work with groups can start quite intensively with a lot of handholding until they are in a position to work on an application themselves with me on hand to review it before it’s submitted. Lots of the people I worked with years ago are now flying with their bidwriting!
I supported Dudley Voices for Choice who received £415,720 at the end of 2018. What stood out for me was how the group involved their beneficiaries throughout the process as well as the enthusiasm of the partners in the project led excellently by Sarah.
Overall 80% of the organisations I have supported during the last 11 years have received funding.
Over the last eleven years, between us, we’ve supported:
With 614 successful applications
To 113 grants programmes
Totalling £11,764,436.65 (65p!)”
Of course, this only covers the work that Martin and I have done to support organisations as that’s the data we have to hand. The real total over that eleven years is likely to be much higher if we could incorporate the support that our previous colleagues gave too. On top of that, for obvious reasons, we can only include the successes that our groups have told us about, which doesn’t always happen. Nonetheless, there’s some interesting things to say about the figures we’ve got.
The largest single grant was for £800,000 from the Football Foundation to a local community football club (one of Martin’s)
The smallest grants were two £30 grants from TESCO and the Blakemore Foundation to help the Seniors Luncheon Club get started in 2009 (they’re still going now!)
Here’s a breakdown by grant size:
86% of grants were valued at £10,000 or less. The majority of grants (35%) were for under £1,000, while 33% of grants ranged from £1,000-£5,000. This means well over half the grants (68%) were awards of up to £5,000. 18% of grants were between £5,000 and £10,000 in value. I think this suggests that most of these awards are contributions towards project costs, rather than core funding.
Which funding programmes have been the most accessed by the groups we’ve supported over the last decade? This graphic shows us:
67 of the 113 (59%) of funding programmes made one grant only (that we know of), the remaining 41% gave multiple grants amongst the groups we supported. When we support groups, we help them to identify the most appropriate funders for their needs, matching projects to funders’ interests areas and criteria. This is why there is a spread of 113 grants programmes.
Within that, the ten most prolific grants programmes were:
Dudley Council’s Community Forums (including previous Area Committee funding)
Awards for All (National Lottery Community Fund, formerly Big Lottery Fund)
Dudley Borough Small Grants Fund
Rant About the Grant
Improving Physical Activity Fund
Reaching Communities (National Lottery Community Fund, formerly Big Lottery Fund)
What’s staggering in this list is that 6 of the ten programmes no longer operate and have not been in operation for some years now (programmes that have come to an end are: Dudley Borough Small Grants Fund, Grassroots Grants, Rant About the Grant, Improving Physical Activity Fund, Dudley Council’s Small Grants, BeActive Coaching Bursary). This chimes with our knowledge and our increasing encouragement of groups to look to new sources of income as grant funding opportunities continue to reduce, because the four remaining funders may not be able to increase their level of award.
What else can we say about these grants programmes? We can see how much they have granted the Dudley borough groups we’ve supported:
An enormous 55% of funding awarded to the groups we’ve supported has come from Reaching Communities, that’s £6,507,553.00 of the £11,764,436.65 total! This is perhaps due to a combination of the size of grants available through this programme, its popularity as a programme and the relatively high success rate it enjoys. Other popular programmes like Awards for All and the Community Forums give smaller grants (up to £10,000 and £5,000 respectively).
“As regards Reaching Communities I have a success rate of almost 60% in both number of successful applications and grant values. 50% of the groups I’ve supported with Reaching Communities have received repeat funding from that programme. These include Phase Trust (3), Dudley Counselling Centre/Dudley Community Church (3), Beacon Centre for the Blind (2), Age UK (2) and Headway Black Country (2).
As for high-value grants, some of my highlights are:
£538,524 over 3 applications to an organisation that supports older people
£513,525 over 3 applications to a disability charity
£1,238,328 from 10 applications from a faith-based organisation that supports vulnerable and disadvantaged people
£679,411 across 4 applications from an advocacy charity
£646,272 from 4 applications by a health-based charity
7 applications with a family support charity, totaling £289,016
7 applications supported with a young persons charity, totaling £1,019,710
15 applications supported from a charity that empowers disadvantaged people, totaling £566,465
6 successful applications supported from a young persons advocacy charity, totaling £614,592″
The National Lottery Community Fund (formerly known as the Big Lottery Fund) which runs Reaching Communities, features elsewhere in this top ten, with Awards for All, Advice Services Fund and the Youth Investment Fund accounting for around 10% of money awarded. So what does the picture look like if we combine the programmes run by one funder?
Unsurprisingly, the National Lottery Community Fund makes up 65% of the total money awarded to groups we’ve supported over the past eleven years. Other funders have contributed as follows:
Football Foundation 6.8%
Young People’s Fund 2.62%
Dudley Council 2.51%
BBC Children in Need 2.42%
Lloyds Bank Foundation 2.39%
Building Better Opportunities 2.38%
Sport England 1.89%
Ibstock Cory Environmental Trust 1.6%
Grassroots Grants 1.3%
Remaining funders combined 11.25
The National Lottery Community Fund is still keen to fund Dudley borough organisations and we have great links with John Goodman, the Funding Officer from The National Lottery Community Fund who covers our patch. John is available at our office on Wednesdays to meet organisations interested in accessing funding from The National Lottery Community Fund. To arrange an appointment, email John at firstname.lastname@example.org.
A new fund for Dudley borough
Finally, Dudley CVS has recently launched a new fund for organisations that can develop and provide creative support for people who frequently use unplanned emergency care services (such as calling 999, attending A&E or Urgent Care Centre).
If you’re thinking of taking on a community building or facility, check out this excellent short webinar from Good Finance. It’s called ‘How to build a cocktail of funding for your community group’, but it covers so much more than that, as we all know that funding is about much more than asking funders, donors or supporters for money!
This webinar covers the things you’ll need to think about before you start and has a useful overview of fundraising options from Locality, as well as an introduction to social investment from Good Finance. It also contains an excellent case study from Stretford Public Hall, whose members brought its community together to bring a disused public building back to life, and ran a successful community share offer to raise the finance needed. Take a look at the webinar below.
Here are the main things that I would take away from the webinar:
Funding options (led by Debbie Lamb, from Locality)
Business planning is incredibly important. You’ll have to be clear about what the running costs will be and what will generate income, as well as having a good sense of the advantages and risks of running a community building.
Be dispassionate. Try to be realistic about how viable this is and don’t let your emotions lead you to take on something that has very slim chance of success.
Think about your organisational structure and the people you have. Does your structure help you to manage risk and liabilities? Does it allow you to borrow (if you plan to borrow)? Does it allow you to raise money through a community share offer (if you plan to do this)? Do you have the right amount of people with the necessary skills and expertise to work as a team?
You’re more likely to be raising money through a ‘patchwork’. It’s very unlikely that you will have just one source of income.
This all chimes with my experience of supporting nonprofits with community asset transfer and funding. The strength of the team and its planning is really crucial to success.
The one thing I’d add here is that evidence of community involvement and buy in is equally important. It’s one of the key things Dudley Council will take into account when making decisions on bids for community asset transfer and funders like the National Lottery Community Fund make community involvement a key criterion of all its programmes. You’ll need to be able to demonstrate that the community has been involved in the development of your plans and that the community wants your project to happen!
In terms of community asset transfer in Dudley borough, Dudley Council has made a ‘How to’ guide which tells you what they look for in a robust business case and I’ve made a template business plan which is based on this. What the local authority will look for can be boiled down into a few things:
Realistic costings, projections and sources of income: Do you know what condition the facility is in? Does any money need to be spent to bring the building back into use and if so, where is this money likely to come from? Do you already have some confirmed resources to put into it? What are the likely running costs?
Robust income-generation model / evidence of sustainability: What activities will bring in income? How realistic are these? Have you spoken to people who are willing to spend money here? What evidence do you have to show that your income will be able to cover running costs?
Benefits for the whole community: How will the community benefit? How will people be able to get involved? What positive difference will this make? How will your activities link to local and national strategies? If your building will be used for just one type of activity, it’s less likely to get support.
Evidence of community-involvement in the plan: How have members of the local community been able to have a say on what will happen at your facility? Can they be involved as members or will they be able to have a stake in your project?
2. Social investment (Kieran Whiteside, Good Finance)
Social investment comes in many forms and, although it’s not particularly new, it’s constantly evolving. Not many of the organisations I’ve worked with have wanted to consider social investment, being put off by its repayable nature. In the current climate, though, I think groups should seriously consider it.
The starting point is to learn about what it is to find out about what type might suit you. And in this webinar, Kieran gives us a brief overview of what social investment is and what tools can help you to get started:
Social investment is repayable finance, where the investor looks for a social as well as a financial return on their investment. This means you need to be clear about what you need the money for, whether there’s an income stream that will help you to repay, and what social impact you will create (this is about ‘outcomes’ and I recommend the now archived ‘Getting funding and planning successful projects’ guide from National Lottery Community Fund back when it was known as the Big Lottery Fund).
The Good Finance website can help you to understand social investment. It has a diagnostic tool to help you to understand whether social investment is right for you and the type of social investment you should consider.
Community shares: This involves raising money from the community by issuing shares in the organisation through a formal community share offer. It’s a great way of demonstrating real community buy-in for a project, but only certain types of organisation can issue shares. The Community Shares Unit is a good source of information.
Blended finance: This type of social investment is typically a grant + a loan. It’s more common for investments of £250,000 or less.
Secured loans: Like a mortgage against an organisation’s asset. This means that the organisation needs to own a building / asset for use as collateral. Social banks, some high street banks and some specialist funders offer secure loans with typically lower interest rates.
Finally, crowdfunded investment: Different from rewards-based crowdfunding (Kickstarter, for instance), but more like peer-to-peer lending. You’ll find more information on Ethex or Community Chest
3. Case study of Stretford Public Hall, which ran a successful community share offer (Simon Borkin, Stretford Public Hall)
I was really inspired by the story Simon told of Stretford Public Hall and the power of a community coming together to make things happen!
Stretford Public Hall is a Grade II listed Victorian building that fell into disuse (for the second time) in 2014. In 2015 the Friends of Stretford Public Hall successfully used the Localism Act to get the building listed as an asset of community value. The group secured the freehold of the hall from Trafford Council which meant they could start refurbishment.
To raise money through a community share offer, the Friends of Stretford Public Hall had to set up as a community benefit society (or Ben Comm) so that the organisation could issue shares. This allowed members to invest in the organisation in return for shares, but the principle of the Ben Comm is that each member gets one vote, no matter how many shares they bought.
To set up a community share offer, the organisation had to draw up a business plan and a formal share offer document. Both of these are available on the Stretford Public Hall website, along with lots of other information about how the organisation is run.
What struck me most about this case study was the importance of engaging with the community and the real openness to involving the community in the organisation’s set up and decision-making. It really shows that the friends of Stretford Public Hall did the legwork to make sure the community was engaged and motivated, resulting in the organisation successfully raising £255,000 over 56 days from 790 people in the community and 7 organisations. It’s that kind of community involvement that decides whether a venture will succeed.
Over the last few months I’ve been working with the lovely Lorraine, a music enthusiast who wanted to explore the idea of setting up a new ladies choir. I recently visited the choir and spoke to the ladies now taking part in its activities to see how far they’ve come in such a short space of time, a testament to the work Lorraine and her team have put in to get this off the ground!
Setting up a group of any kind takes time and plenty of groundwork to move from being one person’s idea to a collective that a whole team is behind. Much of the requests for support that I receive focus on getting paperwork in place, like constitutions, and funding. I can understand this impulse – having a constitution (with certain key clauses) makes a group eligible for funding and constitutions aren’t something people come across every day – apart from me, I suppose!
But a constitution isn’t a group’s starting point and diving straight into writing one misses crucial steps in the process of setting up a group: team building and planning.
Team building and planning
A not-for-profit group of any kind is always a collective. Although one person might start with their vision and be the driving force, a group should never be run by just one person. A successful group needs a strong, diverse team with a range of skills to be able to make good decisions, reflect society and benefit the people it is set up to help. For me, this is one of the hardest and most crucial aspects of setting up (and continuing to run) a group; building a team will help to ensure that goals are set collectively and that there’s greater motivation to achieve them.
Which leads us to planning. Planning is a really important step in establishing a group and in keeping a group going. The planning process helps everyone involved in the group to agree exactly what the group is about, what it’s trying to achieve and the activities it will do to meet its objectives. Doing it as a team will unite team members behind collectively agreed goals and it will bring lots of different skills and viewpoints to the process, making a plan robust. Planning is also about connecting with others, considering what’s already happening in the community, identifying gaps and linking with other people and organisations to show how the group will operate and demonstrate the level of interest in its work.
Lorraine and her team did this really well, linking with the many community groups in Wall Heath in order to build a picture of potential members, to get word out about the new choir and to secure a venue. This process also helped Lorraine to think about and demonstrate the potential value of the choir and how singing together has social benefits and supports good wellbeing and mental health.
The benefits of planning and connecting with others helped Lorraine to feel more confident about applying for small grants to launch the choir. I helped to identify some small funders who might be interested in supporting the choir, particularly as a way to help people become more connected in their community and feel less isolated. Soon, Lorraine had secured grants totaling just over £3,000 from Blakemore Foundation, Geoff Hill Charitable Trust, Helping Hands Wall Heath CIC and the local Community Forum!
It was great to hear that Wall Heath Ladies Choir could start its activities thanks to the small grants it received which helped to cover venue hire, materials and small items of equipment. It was even better to pay a visit to one of the rehearsals to see how members were getting on!
That night I met a dozen or so smiling women, beginning the night with a catch up, asking about each other and chatting before throwing themselves into warm-up exercises and then into a rousing rehearsal that I couldn’t help but join in with (sorry!). The choir is led by the energising and encouraging Karen, a vocal coach, who has whipped the ladies into shape in no time. Karen’s approach is brilliant and engaging; she helps people feel comfortable and confident, and she knows how important it is to involve everyone in deciding on what songs they should perform. She brings warmth and humour to the group and it’s obvious that she’s built a wonderful rapport with the members of the choir.
During the break, I got to chat with some of the ladies. I found out that all but one of them hadn’t sung in a choir before, but that they didn’t feel stressed or daunted by being in the choir. One member remarked that she liked that they don’t get told off if they get it wrong, which shows how welcoming the choir is to all sorts of abilities.
Some of the members knew each other before they joined Wall Health Ladies Choir, though all of them said that they’d made new friends by joining. I was also told that coming to the choir is good fun, a pick me up after a difficult day and a place where you can forget your stresses. One member told me that she hadn’t seen anyone else that day until she came to the choir. It seems pretty clear that the choir is about more than singing, it’s about the fellowship, friendship and sense of belonging that can have a positive effect on mental wellbeing.
So if you’re interested in joining a fun, friendly and relaxed choir, why not go along to a rehearsal and see for yourself? Wall Heath Ladies Choir rehearses on Thursday evenings, 7.15pm-9.15pm at Church of Ascension, Wall Heath. You’ll get a warm welcome!
I’ll leave you with a cheeky video I took of the choir rehearsing ABBA’s Dancing Queen and I challenge you not to smile!
What a difference a year makes! Priory Community Centre now looks a far cry from the empty, not-quite-finished shell of a building I visited in June 2017. Now it’s vibrant, full of people of all ages doing all sorts of creative things together!
It’s a journey that started long before I started working with the passionate group of people who make up Priory Community Association, a charity that’s been without a home since the North Priory estate in Dudley was flattened and redeveloped in 2010. Priory Community Association volunteers live and breathe their community; they continued to work in the community at other venues to make sure they stayed connected, they maintained links with other community centres for support while they were without a home and they provided a strong voice for what the new community centre should look and feel like.
Last year, I was asked to support Priory Community Association through the asset-transfer process, work that had been started by my former colleague Caroline, who’d worked closely with Dudley Council staff on its asset-transfer strategy. In basic terms, asset transfer is when building or land moves from statutory control into the control of not-for-profit organisations. In Dudley borough, this has in most cases been a transfer of management (through a lease) rather than transferring ownership from the local authority to another organisation. Asset transfer can be a lengthy process (with more work required the longer the lease is), so it’s good to approach it with realistic expectations. Generally, the process involves completing a short expression of interest and then working on a business plan that will show the community support for the transfer, what kinds of activities will happen there and how they will benefit the community and the financial viability. Understandably, the local authority will want to make sure that the transfer will benefit the community and that it is sustainable.
So this is the process we started with Priory Community Association. We got busy with the business plan and I think together we made a really strong case for the community benefits, linking not only with the Dudley Council plan but showing links to priorities of the Health and Wellbeing Board, West Midlands Police and Dudley Clinical Commissioning Group. We had some help and good feedback from Martin, who’s the principle link with the local authority for groups looking at asset transfer – he does an excellent job!
What we all found more difficult was the financial figures. We were lucky enough to be able to get some figures from other community centres, but we weren’t sure how realistic they would be, given that Priory’s was a completely new building (and hopefully more energy efficient!). On top of that, while we were working on the plan, the completed building risked standing empty and Priory Community Association couldn’t give any certainty to potential users and hirers of the centre. So I asked Martin whether a temporary lease might be an option; this would allow Priory Community Association to get in the building and start managing it, giving them experience, building interest and providing a more realistic view of what the costs would be thus making their business plan more robust. At the same time, the building wouldn’t have to stand empty for too long and be at risk of deterioration.
Dudley Council was open to this, which was wonderful news! We thought ahead and it seemed that the timings might coincide with the summer holidays, so I suggested that Awards for All might be interested in funding a playscheme with a difference – one that would help to launch the brand new community centre and kickstart other activities that would happen there. Together we worked on the application – it was a good one! – and Priory Community Association landed a grant of around £5,000 from Awards for All. The group also successfully applied to Dudley Council’s Community Forums to help them furnish the kitchen and other areas of the centre, and their good relationships with other community centres in the borough meant they had lots of chairs and tables donated.
I recently went back to the centre on the last day of the playscheme to see how things had gone. I was utterly staggered by what this passionate group of people has achieved! They’ve made connections with children and families who’ve come to the playscheme and joined in the range of the activities on offer, connections that will last many years judging by the ‘Thank you’ cards on display and the wonderful comments Priory Community Centre has received on its Facebook page, which has been joyously charting each day of the playscheme. Honestly, if you want to brighten your day, take a look at the wonderful pictures and comments like the ones below:
During my visit a group of children and adults descended on trustees and volunteers with flowers and chocolates to say thank you for the two weeks of fun they’d had. Of course, I had to get a snap!
Leaders, people like Celia, Sally and Rachel, have also instilled the sense that the community centre is for absolutely anyone and everyone. The behaviours the leaders have shown and the language they’ve used have helped people feel a sense of ownership. Children have made posters encouraging everyone to tidy up after themselves and people feel like they can contribute to making activities happen. The fact that they had enough volunteers to cover a day trip of 59 people to Weston and keep activities going at the centre shows that people are willing to help and volunteers are valued there. This is great news for the future of the centre!
The people I spoke to had lovely things to say about the local PCSO’s too. They went to each day of the play scheme, getting involved in the activities, judging competitions, doing the less attractive jobs! It seems like the play scheme has been a great way to connect communities with each other and with the people that serve those communities, like the Police, who want to be visible and engaged there.
The future looks good. Throughout the last few months, Priory Community Association have been engaging with people and organisations that might want to use the centre. There’s an exciting plan in the pipeline with young people’s charity Top Church Training, which might see the Community Centre cafe opening regularly, and there’s been a lot of learning about what works from the play scheme – a regular families session might be on the cards!
Whatever the plans, I wish Priory Community Centre every success. The people involved make my job an utter privilege and we’ll always be happy to support them as they develop.
During Trustees’ Week two years ago, I shared some data and thoughts about the diversity of trustee boards. Back then, the picture revealed that trustee boards didn’t reflect society in all of its diversity; just 0.5% of trustees were aged between 18 and 24 and two-thirds were over 50.
My feelings then were that charities could do more to make trusteeship appealing and accessible, by thinking about the barriers to becoming trustees and actively trying to reduce them, by being clear on what the role involved and what the charity is all about, by considering what gaps are on the board of trustees, by offering training, induction and mentoring.
And now? Having spent two more years supporting charities, my feelings are much the same, something which may be borne out by updated research findings released yesterday. The research commissioned by the Office for Civil Society and the Charity Commission makes these key findings:
Men outnumber women trustees on boards by two to one
The vast majority (92%) of trustees are white, older and above average income and education
71% of charity chairs are men and 68% of charity treasurers are men
The average age of trustees is 55-64 years; over half (51%) are retired
75% of trustees have household incomes above the national median
60% of trustees have a professional qualification; 30% have post-graduate qualifications
71% of trustees are recruited through an informal process
In 80% of charities trustees play both a governance role and an executive role – they have no staff or volunteers from whom they can seek support
70% of trustees are involved in charities with an income of less than £100k a year
Trustees report lacking relevant legal, digital, fundraising, marketing and campaigning skills at board level
Trustees are concerned about their skills in dealing with fraud and external cyber-attack
Trustees seek support and advice from one another – 80% of all respondents regard this as their most important internal source of advice and support, with only 6% seeking guidance or training from an external provider
On average, trustees donate almost 5 hours a week to their trustee roles
It should be said that according to the Charity Commission, “researchers surveyed a sample of 19,064 trustees, via a national survey in January 2017. Around 3,500 trustees responded to the survey.”
I’d like to know more about what the research findings mean by ‘an informal process’ that accounts for 71% of trustees recruited. I don’t think there’s anything wrong with making a process more informal to reduce barriers (as long as constitutional requirements are followed), but if by ‘an informal process’ the research means ‘word of mouth’ or ‘asking around networks’ then that might account for a lack of diversity on trustee boards. In my experience (and in the experience of others), the majority of trustee recruitment is done by asking people personally. It’s understandable; trustees get a sense of someone’s skills and quickly see how they could add great value to their board. But this can have its drawbacks and make boards less diverse than they can be. Charities risk casting their net too narrowly, in a pool in which people are already in demand or already giving time to other charities; trustees may only ask people like them to become trustees. The risk here is that no-one asks the obvious questions, no-one brings different perspectives, no-one asks more difficult questions. Diverse boards make the best decisions.
Diverse boards make the best decisions and it isn’t surprising that the updated Code of Governance makes diversity a principal in its own right. On top of that, board composition, recruitment and skills are integral to principal 5 of the Code of Governance, ‘Board effectiveness‘. I’ve worked with many charities on trustee recruitment and the most successful ones are those that recruit through a planned process. Many have approached us desperate for trustees because a current trustee (or, more often than not, a whole group of trustees) will retire. Sometimes, it feels that the need to recruit trustees has been identified too late (and that’s when a planned process goes out of the window and people ask anyone who might be willing out of sheer desperation). Think about how unappealing it would be to be asked to become a trustee because the current trustees want to resign! This doesn’t give time to help new trustees to understand their roles and settle in and it could be very destabilising.
What I’m talking about is succession planning, an important though sometimes overlooked task of a board. It’s about striking a balance between continuity and fresh ideas and perspectives, . Here are some steps I’m currently taking some charities through:
1. Consider what barriers there are to people becoming trustees
Knowing the barriers mean you can then work to reduce them!
2. Follow your governing document and the law
Who is eligible to be a trustee? What is the minimum and maximum number of trustees you should have? How are trustees appointed?
3. Make sure your trustees are ready for new trustees
Understand what skills you currently have and think about what skills you need. Think about how you will welcome, train and induct a new trustee. Make sure current trustees are open to new ideas and input (the charity doesn’t belong to any one person)
4. Draw up role descriptions and person specifications
You should have a clear picture of what you want from a trustee and people should know what’s expected of them
5. Develop a way people can apply to become a trustee
What information should they receive? What processes will you use? Application? Interview? Invitation to a meeting? Who should they contact? How will they be welcomed? How will you train them? How will they be appointed?
6. Target people and promote your vacancy
If you’re looking for people with specific skills, think about: Where they might work; What publications / websites they might read; How you will target them. Promote your vacancy as widely as possible, not just in your own networks.
7. Consider how you will welcome and induct new trustees
Think about how to make any new trustees feel welcome. For instance, introduce them to trustees and staff, consider buddying, provide documents, plans and ongoing training and support.
And for Trustees’ Week, I wanted to share some useful resources and stories that others have shared which might be helpful for you:
Finally, I’m happy to support any Dudley borough charity that wants to think about succession planning, board diversity and recruitment and to work with trustees to improve their skills. Equally, if anyone is interested in becoming a trustee, I’d love to have a chat and link you up with charities that do wonderful work. As well as running regular drop ins with Eileen on the first Wednesday of each month, I’d like to know from you whether there is any appetite for specific events and activities around aspects of trusteeship. This might be a regular network of trustees, training and other support I might not have thought of! Feel free to let me know what might work for you and your trustees.
The Feelgood Choir really does have something to sing about, after being awarded a grant from Awards for All!
I’m really pleased to have been able to help the Feelgood Choir to get established and to access some funding to give it a great kick start!
The Feelgood Choir originally started as Dudley Mind Feelgood Choir, with the idea that group singing could be a wonderful aid to mental health. The choir regularly sang at shows and events, including at two Dudley Volunteer Awards where they really revved up our attendees.
Late last year, two choir members contacted me to explore the idea of setting the choir up as an independent group that might be able to manage itself and make it more sustainable. Due to cuts to the voluntary sector, Dudley Mind could offer the choir limited support and a free venue for rehearsals, but could no longer cover all the costs involved with running the choir.
I got together with Jan and Val and talked them through setting up as a voluntary group. I helped the group get set up on a firm footing by explaining the role of the committee and helping to develop the constitution.
The next step was to think about planning the group’s work so that we could identify what difference the group wanted to make to people’s lives and how it would do that. This also involved thinking about what costs were involved so that any funding application we worked on would be as detailed and specific as possible. We came out with a simple plan and I recommended Awards for All as an appropriate funder to approach.
Jan worked incredibly hard on the funding application, putting in research, stories from members and learning from running the choir with help from Dudley Mind. I was on hand to review the application and make some suggestions for improving it so that it was completely clear. It was a great application; you can always spot a good application but these days the competition is so tough that there’s never any guarantee.
After a few months of waiting and nailbiting, we finally heard the great news! Jan popped into our July DY1 drop in, with a beautiful orchid and a beaming smile to say thank you for the support. It really was a pleasure to help them and Jan should get great credit for all of the commitment she’s put into making it happen.
While working on the bid, Dudley Mind had to close Dove House where the Feelgood Choir rehearse because of further cuts to its funding. Thankfully, the Feelgood Choir was able to secure another venue – DY1 itself! – to continue rehearsing and now it has room for many more members. So if you’d like to join a fun, welcoming group, you can go along at 6.15pm on Wednesday evenings (except in August). It’s £4 per week and no experience is necessary. They don’t do auditions either; everyone is welcome.
The Feelgood Choir is also holding a summer fundraiser on Friday 21 July, 6.30-9pm at the Carlisle Centre in Stourbridge. Admission is £5 and you’ll enjoy homemade cakes, a quiz and of course performances from the choir itself. For more information on this event and to learn more about the Feelgood Choir, visit its lovely website: feelgoodchoir.co.uk
It’s been a year since Eileen and I launched ‘DY1-stop shop‘, our monthly drop-in for anyone with questions about community groups, charities, social enterprises, getting involved in community activities or volunteering.
Here’s a little infographic that gives you a little bit more detail about the kinds of conversations we’ve been having over the first year!
I’ve really enjoyed working in this way. It’s a non-threatening way for people to make their first contact with us and it’s quite fun not knowing what to expect from one month to the next! I think Eileen and I have both benefited from each other’s differing knowledge and skills, on top of those of our colleagues we’ve been able to call on by virtue of simply being in the same place – thanks to Donna, Nicki, and Melissa from Healthwatch Dudley for being there for us! It’s meant that people have left us buzzing with new ideas, contacts and lines of inquiry.
Most recently, Eileen and I met Cllr Steve Waltho and his wife, Jayne, who are part of a new group being set up to keep alive the legacy of Dudley mountain climber and peace campaigner Bert Bissell. I gave Steve some help with a constitution to help formalise the Bert Bissell Memorial Society and Eileen had lots of ideas for connections the new group could make.
At April’s DY1-stop shop we’ll be joined by our Funding Officer, Martin and Inderjit Nijjer who’s the External Funding and Community Grants Manager on the ESF Programme at Walsall Council. Inderjit will be available to answer any questions you may have about the ESF grants programme.
DY1-stop shop is open on the first Wednesday of every month, 10am-1pm in the coffee shop of DY1, Stafford Street, Dudley. Maybe I’ll see you there soon!
I was pleased to be invited to the grand opening of Wall Heath Tennis Club’s brand new clubhouse recently, the culmination of hard work by a group of volunteer directors who’ve dedicated more than 2 years to making it happen!