Introducing the Charity Support Program

Empowering Small Charities to Thrive

We’re thrilled to launch the Charity Support Program, a tailored resource designed specifically to empower small charities to achieve more significant impact. This innovative program combines expert guidance, hands-on support, and a network of like-minded peers to help your charity not just survive, but truly thrive.

Through year-round access to specialised workshops, direct expert advice, and a collaborative community, the Charity Support Program equips you with the tools, knowledge, and connections you need to advance your mission and make a lasting difference.

Find out more.

Encouraging staff to return to the office

After two years of Covid and another two years on many businesses, charities included, are still facing challenges in encouraging staff to return to the office. With remote work becoming a new norm, leaders need to adopt thoughtful strategies to make the transition back to in-person work appealing and beneficial for their teams.

One effective approach is to communicate the value of in-office work clearly. Articulating the benefits of in-person collaboration—such as enhanced teamwork, spontaneous idea generation, and stronger relationships—can help staff understand why returning to the office is important. For example, the British Red Cross emphasised the significance of physical presence for rapid response planning. They discovered that being together in the same space allowed for quicker decision-making and fostered stronger team cohesion during crisis situations. As Mike Adamson, CEO of the British Red Cross, put it, “There’s a certain magic that happens when people are in the same room together. It’s about building relationships that are harder to foster over a screen.”

Creating a supportive work environment is another key strategy. Many charities have found success by implementing hybrid models that balance office days with remote work. Providing support for well-being is also crucial, addressing concerns like commuting and work-life balance. The National Trust, for instance, offered flexible working arrangements that allowed staff to choose a mix of office and remote days. This flexibility was particularly appreciated by those with long commutes or caregiving responsibilities. Hilary McGrady, Director-General of the National Trust, noted, “We recognise the need for flexibility in how and where we work, and we’re committed to supporting our staff in finding the right balance.”

Enhancing the office experience itself can also encourage staff to return. Making the office an attractive and comfortable place to work, with spaces designed for collaboration, quiet work, and socialising, can make a significant difference. Macmillan Cancer Support, for example, renovated their office spaces to include modern, comfortable furniture and collaborative work areas. They also introduced “Wellness Wednesdays,” where staff could enjoy free yoga sessions, massages, and healthy snacks.

Leading by example is another powerful tactic. When leaders regularly work from the office, it shows their commitment to the workplace culture and can inspire others to do the same. At Save the Children UK, senior leadership made a point of being in the office frequently, hosting informal coffee mornings and “Lunch with Leadership” sessions to stay connected with the team.

Fostering a collaborative culture is also essential. Organising activities that require in-person collaboration, such as workshops, brainstorming sessions, or team-building events, can make office presence more meaningful. Oxfam UK, for instance, organised “Innovation Days,” where teams from different departments came together to brainstorm and develop new ideas for fundraising and outreach. These in-person sessions often led to more creative and impactful initiatives.

Engaging staff in the decision-making process about returning to the office is another effective strategy. By involving staff in conversations and understanding their concerns and preferences, leaders can shape policies that reflect the diverse needs of their workforce. Barnardo’s, for example, held a series of workshops and surveys to involve staff in these decisions, ensuring that the policies were inclusive and well-received.

Offering development opportunities that are best delivered in person can also encourage staff to return to the office. The Royal British Legion launched an in-person leadership development program that included workshops, mentoring, and networking opportunities, available only to those who attended the sessions in person. Charles Byrne, now Director General of the English Speaking Union, emphasised, “Being in the office allows us to provide hands-on support and real-time feedback, which is invaluable for personal and professional growth.”

It is important to tailor the approach to your organisation. Different roles may have different needs, and the strategy for returning to the office should align with the charity’s mission and values. Cancer Research UK, for example, recognised that their research teams needed to be in the office more frequently due to the collaborative nature of their work, while their fundraising teams could work more flexibly. Michelle Mitchell, CEO of Cancer Research UK, explained, “One size doesn’t fit all, especially in a diverse organisation like ours. We’ve tailored our approach to ensure it meets the specific needs of each team.”

By adopting a carefully thought-out and tailored strategy, charity leaders can create a more compelling case for returning to the office. This strategy should resonate with the unique needs of their staff while supporting the organisation’s broader goals.

Ensuring the Right Fit: How to appoint the perfect CEO for your charity

Appointing the right CEO for a charity is a crucial decision that can significantly impact the organisation's success. The process requires careful planning, thorough evaluation, and a strategic approach. As an Interim CEO, I have supported trustees through this process a number of times. Here are some of the insights I have discovered that help ensure that you choose the right candidate.

The first step in appointing a CEO is to clearly define the role's requirements and the expectations you have for the candidate. This will have changed since you last appointed, not least because the organisation will have changed and will need a different sort of leader. This includes outlining the specific skills, experience, and qualifications needed. Look for candidates with a strong background in the charity sector, leadership roles, and a track record of achievements, which you must check. Additionally, ensure the candidate aligns with the charity's values and culture. Their personal beliefs and working style should resonate with the organisation's mission. Moreover, the ideal candidate should have a clear vision and strategy for the charity's future, demonstrating an understanding of both short-term and long-term goals.

A thorough screening process is essential to identify the most promising candidates. This involves carefully reviewing the candidate’s CV and application, focusing on relevant experience and accomplishments. Conducting comprehensive background checks, including criminal records, financial history, and previous employment verification, is crucial to ensure there are no red flags or highlighting areas you would want to explore in more depth if you invited them for an interview.

Interviews are a critical part of the selection process. A structured approach can help gather valuable insights. Use competency-based interviews to assess how the candidate has handled similar situations in the past, revealing their problem-solving abilities and leadership style. Have model answers to help guide the interview panel and ensure each interview is conducted in the same way and properly documented. Involve board members, senior staff, and key stakeholders in the interview process to ensure diverse perspectives and a more comprehensive evaluation. Present real-life scenarios the charity faces and ask the candidate how they would handle them, providing a glimpse into their strategic thinking and decision-making abilities.

Assessing the candidate’s skills and aptitude is crucial. Evaluate their ability to lead, inspire, and manage teams effectively, as strong leadership is essential for driving the charity’s mission forward. Ensure they understand charity financial management, including fundraising, budgeting, and financial planning. Assess their ability to think strategically and develop long-term plans that align with the charity's goals.

Gathering feedback from people who have worked with the candidate can provide valuable insights. Speak to former colleagues and other professional contacts to get a sense of the candidate’s work ethic and performance. Get feedback from current and past board members who have worked with the candidate to understand their governance skills. Gather input from stakeholders who have interacted with the candidate in previous roles to assess their external relations and partnership skills.

To ensure the candidate is the right fit, establish a probation period during which the candidate’s performance is closely monitored and evaluated.

Psychometric tests can provide additional insights into the candidate’s personality and cognitive abilities. These tests help understand the candidate’s personality traits, leadership style, and work behaviour. Assess their problem-solving abilities, critical thinking, and decision-making skills through cognitive tests. However, this might be a problem for some people. As a person with dyslexia, I find these tests measure my dyslexia, not me!

Involving the board and stakeholders in the selection process is essential. Ensure the board is involved in the selection process and approves the final candidate. Engage key stakeholders in the selection process to ensure the candidate has broad support within the organisation.

Assessing the candidate’s commitment and passion for the cause is crucial. Determine the candidate’s commitment to the charity’s mission and their passion for the cause. A deeply motivated CEO is more likely to drive the charity’s success. Ensure the candidate is willing to make a long-term commitment to the charity, demonstrating dedication and stability.

Once appointed, continuous monitoring and support are vital to ensure the CEO's success. Regularly evaluate the CEO’s performance against set goals and objectives to ensure they are on track. Provide opportunities for ongoing professional development and support to help the CEO grow and succeed in their role.

By following these steps, I have seen an increase in the likelihood of selecting a CEO who is well-suited to lead your charity and drive its mission forward.

Board appraisals

Today I was talking to a Chair of Trustees about board appraisals as the board is reticent, as many boards are, whether this is a perceived slight to their integrity, capability or effectiveness, or a fear of exposure to shortcomings.

Conducting trustee appraisals is good practice but not obligatory. I have introduced appraisals for all of the charities I have chaired and recommended them in my governance reviews of others. I have found that after initial reluctance, the board actually found them enjoyable. The trick is finding the right approach and selling it to the board, so they do not take it as a personal challenge.

Conducting charity trustee appraisals offers several benefits that can significantly enhance the effectiveness and governance of a charity. Here are some key advantages:

1. Improved Governance:
- Enhanced Accountability: Regular appraisals hold trustees accountable for their performance and responsibilities, ensuring they are fulfilling their duties effectively.
- Transparency: Appraisals foster a culture of transparency, making it clear how decisions are made and how trustees contribute to the charity's success.

2. Trustee Development:
- Identifying Training Needs: Appraisals can highlight areas where trustees may need additional training or support, helping them to develop their skills and knowledge.
- Personal Growth: Trustees can gain valuable feedback that contributes to their personal and professional development.

3. Performance Improvement:
- Role Clarity: Appraisals help clarify the roles and expectations of trustees, ensuring everyone understands their specific responsibilities and how they contribute to the charity’s goals.
- Enhanced Effectiveness: By regularly evaluating performance, charities can ensure that trustees are working effectively and efficiently.

4. Strategic Alignment:
- Alignment with Objectives: Appraisals help ensure that trustees are aligned with the charity’s mission, vision, and strategic objectives, promoting cohesive and focused leadership.
- Goal Setting: They provide an opportunity to set and review individual and collective goals, aligning trustee activities with the charity’s strategic priorities.

5. Risk Management:
- Identifying Weaknesses: Regular evaluations can identify weaknesses or gaps in governance, allowing the charity to address potential risks proactively.
- Compliance: Appraisals help ensure that trustees are aware of and compliant with legal and regulatory requirements, reducing the risk of governance failures.

6. Board Dynamics and Teamwork:
- Improved Communication: Appraisals encourage open and constructive communication among trustees, fostering better teamwork and collaboration.
- Conflict Resolution: They provide a structured process to address and resolve conflicts or issues within the board, promoting a harmonious working environment.

7. Enhanced Reputation:
-Building Trust: Regular appraisals can demonstrate a commitment to good governance and enhance the charity’s reputation, building trust with stakeholders, donors, and beneficiaries.
- Attracting Tale: A well-governed charity is more likely to attract high-quality trustees and staff who are committed to the charity’s mission and values.

8. Continuous Improvement:
- Feedback Loop: Appraisals create a feedback loop that drives continuous improvement in governance practices and trustee performance.
- Adaptability: They enable the charity to adapt to changing circumstances and challenges by regularly reviewing and updating governance practices.

Trustee appraisals are vital tools for maintaining high standards of governance, promoting trustee development, and ensuring the charity operates effectively and efficiently to achieve its mission.

I would be interested to hear about your experiences with the board-led appraisals and which you think is the most effective method (peer-led, one-to-one, 360, or the written, chair-led self-assessment).

 

#InterimsInAction – D’Arcy Myers on being a charity CEO - Russam

The following appeared in the most recent edition of Russam's #InterimsInAction:

Ian Joseph, Managing Director of Russam, sits down with D’Arcy Myers, a seasoned interim CEO with over twelve years of hands-on experience in the charity sector. D’Arcy excels in strategy and leadership development, mentoring, performance improvement, and significant organisational change. He specialises in working with boards and leadership teams, often stepping in as an interim CEO to foster productive governance cultures and enhance financial management practices.

Passionate about professionalism within the Third Sector, D’Arcy is also a founder of the Small Charities Coalition and Charity2020 and has extensive international experience working across 32 countries. He is a Fellow of the Chartered Institute of Marketing and a trustee of various voluntary organisations.

What inspired you to transition from marketing and business development to working in the Third Sector, and how has this diverse background benefited your role as an interim CEO?
Shortly after marrying my wife, we decided to volunteer with VSO and were posted to the Kingdom of Tonga in the South Pacific. This two-year experience was transformative and inspired me to help others achieve more than they thought possible. It was deeply fulfilling and enriching for both of us, solidifying my passion for the Third Sector.

How has your background in business influenced your role as an interim CEO?
My business background has been invaluable in my interim CEO roles. Drawing on diverse perspectives and applying business rigour to challenging situations has helped charities navigate complex changes effectively.

Can you share an example of a successful organisational change you led as an interim CEO and the key factors that contributed to its success?
I’ve served as an interim CEO for 15 charities, each requiring some degree of change to prepare for a permanent CEO. My approach is to empower staff and the board to make necessary changes collaboratively. For instance, at one charity, we revamped operational processes and fostered a culture of open communication, significantly improving efficiency and morale.

How do you approach strategy and leadership development when working with boards and senior management teams in not-for-profit organisations?
Transition periods are perfect for reviewing what has worked, what could be improved, and how everything aligns with the charity’s current and future needs. During the interim period, I review strategic goals and culture to help the board understand the type of CEO they need to recruit. I consult widely with stakeholders (staff, trustees, funders, service users, etc.) on strategy and impact, and focus on mentoring and coaching for leadership development.

What are some common challenges you encounter when promoting a productive governance culture, and how do you address them?
Boards that have lost their CEO can become overly involved in operational matters, which can undermine staff confidence in the board and vice versa. I help the board understand their role and clarify what they need from staff, ensuring the information they receive is timely, concise, and clear.

With your extensive experience in international work, how do you adapt your strategies to different cultural and organisational contexts?
Every organisation is unique, regardless of location. An interim CEO needs to have an inquiring mind, taking the time to understand the culture and dynamics within the organisation and the context in which they are working. Once this understanding is achieved, I can craft the right approach to take people with me on the journey.

My focus over the past few months

I have been thinking about the topics I have been focusing on over the past six months or so. They fall into six areas:

1. Governance and Strategy
- Best practices in governance for charities
- Strategic planning and implementation
- Developing effective policies and procedures
- Board development and engagement

2. Leadership:
- Leadership styles and their impact
- Effective communication and team management
- Crisis management and decision-making
- Interim CEO roles and responsibilities

3. Communication:
- Enhancing internal and external communication strategies
- Stakeholder engagement and management
- Crafting impactful messaging for various audiences
- Utilising digital tools and platforms for better outreach

4. Fundraising and Financial Management:
- Fundraising strategies and donor management
- Financial planning and sustainability for non-profits
- Budgeting and financial oversight
- Grant writing and reporting

5. Operational Efficiency:
- Improving operational processes and workflows
- Technology adoption and digital transformation
- Project management and execution
- Measuring impact and outcomes.

6. Organisational Culture and Change Management:
- Building a positive and inclusive organisational culture
- Navigating change and transformation
- Staff development and capacity building
- Volunteer management and engagement

These themes reflect my work as a charity consultant, where I focus on enhancing their governance, strategy, leadership, and communication to achieve their missions effectively. I would be interested to hear what has been absorbing your focus.

Spotting passive-aggressive behaviours and its impact on effective teams

Passive-aggressive behaviour is a subtle yet detrimental issue that can significantly affect team dynamics and overall workplace productivity. Anyone managing a team or even an individual needs to recognise and address this behaviour promptly to maintain a healthy and efficient work environment. Having had to address this in a number of teams I thought I would explore how to identify passive-aggressive behavior and understand its impact on team effectiveness.

Recognising passive-aggressive behaviour

Passive-aggressive behaviour is characterised by indirect resistance to the demands or requests of others and an avoidance of direct confrontation. Here are some common signs:

• Procrastination: Deliberately delaying tasks, especially those requested by others, is a hallmark of passive-aggressive behaviour. Employees may claim they "forgot" or "ran out of time."
• Sarcasm: While humour can be a healthy part of workplace interactions, persistent sarcasm that undermines or belittles others is a red flag.
• Sullen behaviour: A passive-aggressive individual often exhibits sulking or a bad attitude when asked to contribute or collaborate.
• Frequent Complaints: Continuous complaining about being treated unfairly or feeling undervalued without seeking solutions indicates passive resistance.
• Avoidance: Avoiding responsibilities, meetings, or discussions, particularly those involving conflict or accountability, is a common tactic.
• Subtle Sabotage: Intentionally undermining colleagues' efforts through minor but impactful actions, such as misplacing documents or withholding important information.

Impact on Team Effectiveness

Passive-aggressive behaviour can erode team cohesion and productivity in several ways:

• Decreased Morale: Team members subjected to passive-aggressive behaviour may feel frustrated, undervalued, and demotivated. This can lead to a toxic work environment where collaboration and morale suffer.
• Reduced Communication: Effective communication is critical for team success. Passive-aggressive behaviour often leads to misunderstandings, as indirect comments and actions replace clear, open dialogue.
• Lower Productivity: Procrastination and avoidance behaviours slow down project timelines and reduce overall productivity. Tasks may need to be reassigned or redone, wasting valuable time and resources.
• Erosion of Trust: Trust is the foundation of a successful team. Passive-aggressive behaviour breeds suspicion and mistrust, making it difficult for team members to rely on each other.
• Increased Conflict: Although passive-aggressive individuals avoid direct confrontations, their behaviour can provoke conflicts among team members. Unresolved tensions may escalate into more serious disputes.

Addressing passive-aggressive behaviours

To mitigate the negative impact of passive-aggressive behaviour, anyone managing a team should consider the following strategies:

• Promote Open Communication: Encourage a culture of transparency where team members feel safe expressing their concerns and opinions directly. Regular check-ins and open-door policies can facilitate this.
• Set Clear Expectations: Clearly define roles, responsibilities, and deadlines. Ensure that all team members understand what is expected of them and the consequences of not meeting these expectations.
• Provide Constructive Feedback: Address passive-aggressive behaviour directly but tactfully. Offer constructive feedback that focuses on specific behaviours and their impact on the team rather than personal attributes.
• Encourage Collaboration: Foster a collaborative environment where teamwork and mutual support are prioritised. Team-building activities and collaborative projects can strengthen relationships and reduce passive-aggressive tendencies.
• Lead by Example: Demonstrate effective communication and conflict resolution skills. Show empathy, actively listen, and address issues promptly and fairly.
• Offer Training and Support: Provide training on communication, conflict resolution, and emotional intelligence. Support employees in developing these skills to manage their behaviour more effectively.

Identifying and addressing passive-aggressive behaviour is crucial for maintaining a productive and harmonious work environment. By recognising the signs and implementing strategies to promote open communication and collaboration, managers can mitigate the negative impact of passive-aggressive behaviour and foster a more effective and cohesive team.

Unlocking the Essence of Social Entrepreneurship

In the dynamic landscape of business, there are entrepreneurs who are driven not solely by profit margins but by a profound sense of social responsibility. So, what exactly defines a social entrepreneur or enterprise? According to the School for Social Entrepreneurs, these visionary individuals or entities operate in an entrepreneurial manner. Yet, their primary aim is to serve the public good rather than amassing wealth.

At their core, social entrepreneurs establish businesses with a distinct social and/or environmental mission delineated in their governing documents. These enterprises thrive on generating revenue through trade while channelling the bulk of their profits back into their altruistic endeavours.

Fostering Innovation: What's Your Big Idea?

The journey of a social entrepreneur starts with a business idea that embodies the essence of social enterprise. What's your big idea? From fostering employment opportunities for individuals with disabilities to revolutionising healthcare accessibility in underprivileged regions, the spectrum of possibilities is boundless. However, the crux lies in aligning these ventures with the fundamental tenets of social entrepreneurship: addressing societal challenges and catalysing social change, transcending the realm of mere profit-making.

While some may already have a specific concept that fits this criterion, others intrigued by social entrepreneurship may find inspiration and support in exploring avenues such as social franchising. Analogous to its commercial counterpart, social franchising entails adopting an existing concept and forging an agreement with the franchisor to replicate the business model, thereby leveraging proven success in the pursuit of social good.

Crafting Your Market Presence

A misconception among social enterprises is the notion that their inherent altruism will suffice as a marketing strategy. However, traditional marketing principles still apply. Your product or service must withstand scrutiny against competitors, necessitating a strategic focus on identifying and engaging the right audience with compelling messaging, which may extend beyond the overt promotion of social impact.

In essence, social entrepreneurship embodies a harmonious fusion of commerce and compassion, transcending conventional paradigms to forge a brighter, more equitable future, one venture at a time.

Setting up a Community Interest Company (CIC)

A CIC is a special type of limited company which exists to benefit the community rather than private shareholders. Setting up as a CIC is similar to setting up a limited company. You apply to Companies House. You will need to provide a community interest statement that explains your business plan. You also need to have an asset lock, which is a legal promise that the company’s assets will only be used for its social objectives. It sets limits to the money it can pay shareholders. The last step is approval from the CIC regulator.

The Intrinsic Value of Unpaid Charity Trustees: A Pillar of Integrity, Accountability, and Mission-driven Leadership

In the Third Sector, the role of charity trustees is pivotal, guiding organisations towards their missions and ensuring accountability. One notable aspect of this role is that most charity trustees serve without financial compensation. There is profound significance in unpaid charity trusteeship, manifold benefits in fostering integrity, accountability, and mission-driven leadership. Unpaid trustees uphold the values of altruism, preserve trust and credibility, allocate resources efficiently, promote diversity and inclusivity, inspire volunteerism and community engagement, and contribute to the long-term vision and sustainability. The intrinsic value of unpaid charity trustees underscores their indispensable role in advancing social impact and driving positive change in society.

The philanthropic landscape is replete with organisations dedicated to addressing pressing social, environmental, and humanitarian challenges. At the helm of these organisations are charity trustees, individuals entrusted with the responsibility of governance, strategic direction, and oversight. Central to the concept of charity trusteeship is the notion of service, where individuals volunteer their time, expertise, and passion to advance the mission and objectives of the charities they serve. While some trustees may receive financial compensation for their services, most serve without remuneration, driven by a deep commitment to philanthropy and social good.

The tradition of unpaid charity trusteeship carries profound significance, embodying core principles of integrity, accountability, and mission-driven leadership.

Altruism and Integrity

A profound sense of altruism and integrity lies at the heart of unpaid charity trusteeship. Unlike paid positions where financial incentives may influence decision-making, unpaid trustees are driven solely by their dedication to the organisation's mission and beneficiaries. This alignment of motives ensures that every decision and action taken by trustees is guided by ethical considerations and a genuine commitment to advancing the common good.

Unpaid charity trustees exemplify the highest ideals of service and selflessness, volunteering their time and expertise to make a positive difference in their communities and the world at large. Their willingness to forgo financial compensation underscores their belief in the intrinsic value of philanthropy and society. By serving without expectation of personal gain, unpaid trustees demonstrate a steadfast commitment to upholding the integrity and values of the organisations they represent.

Moreover, the absence of financial compensation for charity trustees reinforces the notion that trusteeship is a privilege rather than a paid position. Those who assume the responsibilities of trusteeship understand the weight of their role and the trust placed in them by donors, stakeholders, and the community. This sense of duty instils a deep sense of responsibility and accountability, motivating trustees to act in the charity's best interests and those it serves.

Preservation of Trust and Credibility

Trust is the foundation upon which charitable organisations build meaningful relationships with donors, stakeholders, and the broader community. The absence of financial compensation for trustees serves as a powerful signal of the organisation's commitment to transparency, accountability, and ethical governance. Donors and stakeholders are reassured knowing that the individuals overseeing the charity's affairs do so out of genuine concern for the organisation's mission and beneficiaries.

In an era where public trust in institutions is increasingly fragile, the integrity of charity trusteeship becomes paramount. Trustees demonstrate their unwavering dedication to the organisation's values and objectives by forgoing financial compensation, instilling confidence among donors and stakeholders. This trust dividend is invaluable, as it not only attracts financial support but also fosters long-term partnerships and collaborations that are essential for the organisation's sustainability and impact.

Furthermore, the transparency inherent in unpaid charity trusteeship fosters a culture of openness and accountability. Without the perceived conflicts of interest that can arise from financial incentives, trustees are better positioned to make decisions that align with the charity's mission and serve the public interest. This alignment of interests enhances the organisation's credibility and legitimacy, fostering trust among stakeholders and the broader community.

Efficient Resource Allocation

Effective resource allocation is fundamental to the success and sustainability of charitable organisations. Because individuals volunteer as trustees without payment charities can allocate their resources more efficiently towards their core mission and programs. Funds that would otherwise be earmarked for trustee compensation go to support initiatives, services, and activities that directly benefit the intended recipients, maximising the organisation's impact and effectiveness.

The lean operational model facilitated by unpaid charity trusteeship enables organisations to achieve greater outcomes with fewer resources. Trustees, motivated by a sense of purpose and commitment to the organisation's mission, prioritise investments that yield the greatest social return on investment. Their strategic stewardship ensures that resources are deployed judiciously, minimising waste and maximising the organisation's capacity to address pressing social challenges.
Moreover, the absence of financial compensation encourages trustees to seek innovative solutions to complex problems, leveraging creativity, and resourcefulness to achieve their objectives.

Unencumbered by financial incentives, trustees are free to explore new approaches, partnerships, and collaborations that drive efficiency and effectiveness. This culture of innovation enhances the organisation's ability to adapt to changing circumstances and seize opportunities for growth and impact.

Promoting Diversity and Inclusivity

Diversity and inclusivity are essential principles that underpin effective governance and decision-making in charitable organisations. Unpaid trustees bring a wealth of experiences, expertise, and insights that enrich board discussions, enhance strategic planning, and drive innovation. However, the organisation should cover the cost of attending meetings so that people are not excluded because of the cost.

By embracing diversity, organisations can harness the collective wisdom and creativity of individuals from different backgrounds to address complex challenges and seize opportunities for growth and impact. Effective trustee boards promote inclusivity by removing financial barriers that may hinder participation from underrepresented groups. Individuals who may not have the financial means to serve as paid trustees can still contribute their time, talents, and perspectives to the organisation, fostering a culture of belonging and empowerment.

The diversity of thought and experience brought by trustees enhances the organisation's ability to navigate complex issues, anticipate emerging trends, and respond effectively to the needs of its constituents. Moreover, by reflecting the communities they serve, boards are better positioned to build trust, engage stakeholders, and make inclusive and equitable decisions.

Inspiring Volunteerism and Community Engagement

Unpaid charity trusteeship embodies the spirit of volunteerism and community engagement, inspiring individuals to contribute their time, talents, and passion towards a common cause. Serving as a charity trustee is not merely a responsibility but a privilege, an opportunity to make a meaningful difference in the lives of others and to contribute to the greater good. Trustees set an example for others to follow by volunteering their time and expertise, encouraging broader participation in philanthropy and civic engagement.

Unpaid charity trustees' personal commitment and dedication inspire others to get involved and support the organisation's work. Whether through advocacy, fundraising, or volunteer activities, trustees serve as ambassadors for the organisation, engaging with stakeholders and fostering meaningful connections with the community. Their passion and enthusiasm for the organisation's work are contagious, mobilising support, and galvanising action towards shared goals and aspirations. Through their volunteer efforts, trustees cultivate a sense of solidarity and shared purpose, uniting individuals and organisations in pursuit of common objectives.

Trustees play a vital role in nurturing a community engagement and collaboration culture. By actively participating in outreach efforts and community events, trustees strengthen the organisation's ties to its constituents and deepen its impact on the ground. Their presence at community gatherings, fundraisers, and awareness campaigns raises the organisation's profile and fosters meaningful connections with individuals and groups who may benefit from its services.
Furthermore, the volunteerism exemplified by unpaid charity trustees extends beyond their formal governance responsibilities. Many trustees are involved in grassroots initiatives, volunteer projects, and philanthropic endeavours aligning with the organisation's mission. Their willingness to roll up their sleeves and get involved in hands-on activities demonstrates their commitment to making a tangible difference in their communities, inspiring others to do the same.

In essence, unpaid charity trustees serve as catalysts for volunteerism and community engagement, igniting a passion for service and social responsibility among individuals of all ages and backgrounds. Their leadership by example strengthens the organisation's capacity to effect change and nurtures a culture of selflessness that reverberates far beyond its immediate sphere of influence.

Long-term Vision and Sustainability

Sustainability is a cornerstone of effective nonprofit leadership, ensuring that organisations can weather challenges and thrive in the face of uncertainty. Unpaid charity trustees play a vital role in promoting sustainability by adopting a long-term perspective and prioritising investments in organisational capacity and resilience. Rather than focusing solely on short-term objectives or financial gains, trustees are guided by a commitment to stewardship and the enduring impact of the organisation's work.

One key advantage of unpaid trusteeship is the alignment of trustees' interests with the organisation's long-term success and sustainability. Freed from financial incentives, trustees can focus on strategic planning, capacity-building, and succession planning to ensure the organisation's continued viability and relevance. Their dedication to cultivating a strong organisational culture, nurturing talent, and fostering innovation lays the groundwork for sustained growth and impact over time.

Additionally, unpaid charity trustees play a critical role in advocating for policies and practices that promote the long-term sustainability of the not-for-profit sector as a whole. Whether through participation in advocacy campaigns, engagement with policymakers, or collaboration with other organisations, trustees leverage their influence to shape a regulatory and funding environment that supports the growth and resilience of charitable organisations.

Essentially, unpaid charity trustees are custodians of the organisation's mission and values, entrusted with the responsibility of ensuring its continued impact and relevance for future generations. By embracing a long-term vision and prioritising sustainability, trustees lay the foundation for enduring success and social change, leaving a lasting legacy of service and impact in their wake.

Conclusion

In conclusion, the tradition of unpaid charity trusteeship embodies the highest ideals of altruism, integrity, and commitment to the common good. Through their voluntary service, unpaid trustees uphold the values of transparency, accountability, and mission-driven leadership that are essential for the success and sustainability of charitable organisations. By forgoing financial compensation, trustees demonstrate their unwavering dedication to the organisation's mission and the communities it serves, inspiring others to join them in the pursuit of social impact and positive change.

The intrinsic value of unpaid charity trusteeship lies in its tangible contributions to governance, resource allocation, and community engagement and its symbolic significance as a beacon of ethical leadership and philanthropic spirit. In a world where trust in institutions is increasingly scarce, unpaid charity trustees serve as beacons of integrity and accountability, fostering trust, credibility, and confidence among donors, stakeholders, and the broader community.

As stewards of organisational governance and mission-driven leadership, unpaid charity trustees play a vital role in shaping the future of philanthropy and social change. Their selfless dedication, unwavering commitment, and tireless advocacy for the common good exemplify the transformative power of volunteerism and the enduring legacy of service. In honouring the contributions of unpaid charity trustees, we celebrate their individual dedication and the collective impact of their efforts in building a more just, equitable, and compassionate world for all.

How to improve your annual report - Charity Digital

When Denise Atkins asked me about annual reports, I was happy to share some of my thoughts on how charities, particularly small and under-resourced ones, can make the most of the opportunity the reports give to engage with multiple audiences on multiple occasions.

Here is the article she wrote for Charity Digital.

We look at some tips and tricks to help charities create the best possible annual reports

The trustees’ annual report (TAR) is an important task for any charity. On the one hand it’s an essential ‘hygiene factor’. On the other hand, it’s a valuable piece of marketing collateral.

With a job as daunting as an annual report, it can be tempting to do it how you’ve always done it. But there’s always value in stepping back to think about doing things differently.

Understanding the basics

Unless you’re exempt, you’ll need to prepare a TAR. If you are a registered charitable company, you’ll also need to submit a director’s report.

The detail needed in your TAR varies, depending on the size of your charity. Charities with income and assets over a certain threshold must have their financial accounts audited. Find out what you need to do on GOV.UK.

The statutory information normally forms the back section of the TAR, which can be fairly basic in terms of design.

Planning the glossy section

The front pages of the TAR are often called the glossy section, although fewer charities now produce printed reports. Here you can use your brand messaging and visual identity to their full potential and get more creative.

You can tell the story of your year and tell the world about your impact.

Smaller charities don’t need to share as much detail as larger organisations. That said, it’s worth doing a thorough job. A great annual report can have even more value when you’re less well-known. It’s a wonderful way to inspire and reassure your stakeholders.

D’Arcy Myers is an experienced charity consultant and interim CEO. He told Charity Digital: "You have a duty of care to be the most efficient [organisation] you can be because your stakeholders are trusting you to spend your funds wisely, to deliver what you set out to do, and to have an impact.

"With a good annual report, you can show how you’ve risen to the challenges, both good and bad, and paint a picture of the difference you’ve made."

Making your report work harder

Your annual report doesn’t need to be a one-shot deal, to be published on your website and never looked at again.

Your success stories, photos, and infographics can all be repurposed. They can provide material for your newsletter and social media for months to come. As D’Arcy explained, “If you do your annual report well, you’ll have a wealth of material you can repurpose and use in your comms all year round.”

But one potential barrier to making the best use of all this material is timing.

Thinking about timing

It can take months to get the financial signed off by auditors and trustees. Some content may have lost its relevance by the time you publish, so this protracted timeline can take some of the shine off your successes.

One possible solution is to separate the statutory reporting from the glossy section. You can publish a separate ‘impact report’ much earlier than your audited accounts. This way you can give your successes the fanfare they deserve.

If you take this route, you can prepare your impact report much sooner. There would likely be some repetition across the two documents, but your Annual Report can be more stripped back, purely for compliance, to meet the Charities Statement of Recommended Practice (SORP).

We spoke to Kunal Mistry at Buzzacott, an accountancy firm that works with not-for-profit organisations. He explained, “You can publish a glossy impact report separately to the financials, if there’s no reference to being audited. For consistency with the ultimately audited numbers and annual report, you would probably want to hold back any financial data until you have your audited numbers. But a separate impact report can be useful for stakeholders, and is a timely way to celebrate your work.”

Thinking about audience

For your glossy impact report, consider who the document is for – beyond the statutory stuff for the Charity Commission. This is your chance to share the impact you’re making.

You might aim to:

• Reassure funders and donors that you’re spending their money wisely
• Appeal to new staff or volunteers by showing what life is like at the charity, and the difference you’re making
• Encourage collaboration with other organisations, researchers, policymakers, or the media
• Speak directly to your service users or beneficiaries
• Thank people for their part in your success

Think who you most want to reach and what will interest them. Also consider what you need them to do afterwards and leave them with a strong call to action.

Telling compelling stories

For most people, nothing beats a great story. Big numbers and stats are great, but the stories you tell will really bring your report to life.

Capture some compelling stories, especially the voices and lived experiences of the people you support. They’ll have impact for readers, even if they need to be anonymised to protect the individual. One great example is Save the Children, whose annual report opens with the voices of young people. They feature a Somali child, and members of the charity’s UK Youth Advisory Board.

You can also show what life is like for your staff, trustees, or volunteers. For some charities it may be important to talk about the partnerships you’ve formed and the research you support.

Making it accessible

Sharing information in a PDF is no longer best practice, so look at other ways to present your annual report. At the very least, make any PDFs accessible or share a well-formatted Word document to help people using screen readers.

A digital-first approach to the glossy section is ideal. Macmillan’s annual report has an excellent landing page, where key impacts are summarised and infographics are also explained as text. There are plain text options available and a video summary in BSL.

Explore different ways to do an annual report and check out six impact reports to inspire you. There’s also a great case study for SeeAbility on CharityComms.