The Unseen Backbone: Why Local Voluntary Infrastructure Deserves More than a Passing Glance
In recent times there has, rightly so, been a predominant focus on supporting 'front-line' work in the charity sector. This is highly understandable; it is where the immediacy of need appears most palpable, invoking an immediate emotional response from the public, politicians, and funders alike. However, in this commitment to contribute directly to cause-oriented interventions, the critical aspect of charity infrastructure often gets relegated to the background. This oversight is not just unfortunate; I believe, it's dangerous for the long-term efficacy and survival of charitable organisations.
The Underestimated Role of Infrastructure Support
It's often easy to overlook the skeleton that holds up the vibrant body of front-line work—operations, financial management, governance, fundraising, staff and volunteer management, regulatory compliance, and many more logistical details that are vital to a charity's success. These roles are often borne by what are termed as 'infrastructure' or 'second-tier' organisations in our sector-specific jargon.
While these tasks may seem mundane - like teaching someone to accurately record minutes of a meeting or advising on effective board governance - they can have a far-reaching impact. A mismanaged board meeting can sap the energy of trustees, diluting focus and efficiency. Conversely, a fundraiser equipped with the right skills can exponentially increase the efficiency of not just one, but all subsequent grant applications, enhancing both short-term goals and long-term sustainability.
The Economics of Support
Data from 360 Giving indicates that there has been a decline in infrastructure organisations since 2011, even though the number of charities requiring support has risen. This widening gap raises concerns for the entire sector. The recent closure of the Small Charities Coalition and the Foundation for Social Improvement (FSI) serve as a glaring warning sign. This underinvestment is not just harmful to the charities but counterproductive for the funders themselves, who often rely on robust reports, functioning governance, and exit strategies provided or facilitated by these second-tier organisations.
The underfunding of infrastructure support is not just a charity's problem; it's an ecosystem problem. Funding organisations should bear in mind the intricate interconnections within the sector:
- Focused Funding for Infrastructure: A purposeful effort must be made to fund these critical 'second-tier' organisations, especially those supporting smaller charities and underserved groups.
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Development Premiums: Allocating an extra percentage of the total grant for the explicit purpose of internal development can encourage organisations to invest in strengthening their infrastructure.
- In-Sector Commissioning: Funders should focus on utilising the expertise within the sector for tasks like strategic planning and evaluation, rather than outsourcing it to the private sector.
Concluding thoughts
While the charm of immediate, ground-level impact is undeniably potent, the structural integrity that holds up these front-line operations is no less critical. The sustainability, governance, and long-term impact of charitable organisations are intricately tied to the robustness of their supporting infrastructure.
In an era of increasing social challenges, it is not just altruistic but strategic for funders to invest in the strengthening of this vital backbone. Doing so ensures not only the survival of individual charities but the long-term resilience and effectiveness of the philanthropic ecosystem as a whole. By failing to adequately fund and recognise the role of infrastructure in the voluntary sector, we risk weakening the very foundations upon which impactful front-line work is built. Sometimes, what's out of sight shouldn't be out of mind.
Stephen Craker,
Chief Executive, Communities 1st.