As part of their Clore Social Leadership ‘Emerging Leaders’ programme, Gwendolyn Sterk, Sam Edom, Katie Potter, Becky Evans, Stephanie Woodrow and Claire Kofman reflect on the relationship between smaller charities and commissioners - and what can be done to improve conversations between the two.

For many leaders in the third sector, particularly those based within smaller communities providing frontline support and services, competitive commissioning processes can be a complex, uncertain and unequal space.

Smaller charities[1] are disproportionately impacted by inequalities inbuilt in commissioning regimes, further exacerbating and entrenching structural inequalities that impact the communities in which small charities are situated, for example institutional racism.[2] At the same time, there has been much praise directed towards the value of small charities[3] in their ability to meet the needs of the communities in which they are formed and deliver support.

Evidence has also shown that Covid-19 has further exacerbated inequalities across communities, which has had a disproportionate impact on smaller charities. However, Covid-19 has also offered opportunities for small charities to be flexible and responsive in meeting the needs of the communities they serve.

With the reality being both an inequitable struggle for small charities within commissioning structures but also an assertion and recognition of the vital work small charities do, that cannot be done by others, particularly at a time of crisis, it seems vital that a space for dialogue is created to enable the positive work to prevail.

With this in mind, we set out to speak to both small charity leaders and commissioners to answer the question: “What are the barriers to facilitating open conversations between small charities and statutory commissioners, and how might they be overcome?”

To begin with, after considering the existing research in this area, we had conversations with people within both the social sector and with commissioners we knew to explore the issue further. We found there were four impacts on the ability to have open conversations to consider - commissioning structures, Covid-19 and the cliff edge caused by short-term funding cycles, inequalities, and the lack of capacity within smaller charities.

Following on from these findings, we put together two different surveys - one for leaders in smaller charities, and one for commissioners. Although we had a reasonable response to the survey for leaders of smaller charities, we struggled to reach commissioners, only receiving a few responses. However, the responses we did receive gave a good indication of the barriers to be overcome.

The Barriers

1. Commissioners can be hard to engage in discussion

Interestingly, and as mentioned previously, throughout our investigation of this question we have struggled to engage commissioners in even discussing the question, with a few notable exceptions (which we are very grateful to).

This may be due to commissioners wanting to maintain an aspect of independence from charities as we come from charities ourselves, or that the engagement routes utilised by charities are not the same spaces where commissioners can engage. But it seems our experience is symptomatic of the difficulty of creating a dialogue between charities and commissioners. We struggled to identify informal spaces where commissioners engage in discussion, whereas charities were accessible to us via social media.

2. Inflexible systems imposed from above

The perceived inflexibility of procurement regulation and the belief that they implement an unbiased approach left commissioners acting in structures that did not allow for the values of small charities to be seen, or for engagement to happen within the commissioning process that was not strictly controlled.

Stringent and inflexible approaches to commissioning regimes left commissioners distant from the impact small charities have on communities, prioritising cost over value for money. It was recognised that commissioners were themselves restricted by higher level decision making and bureaucracy:

“Most of our commissioners see the need for change but change is blocked further up. Overall systems are inflexible and one size fits all. As a small charity, it feels like we're working in a system designed to get the cheapest deal on bulk buy toilet rolls.”

“In my experience commissioners usually genuinely want to listen and learn, however they often don't have much opportunity to change processes based on what they learn.”

3. Lack of understanding on the part of commissioners as to what small charities do, and often a lack of sympathy in their struggles

In our survey responses, commissioners spoke of the work smaller charities do as being innovative, agile, responsive to individual need, and embedded in the communities they serve.

However, 29% of the small charity leaders that responded to our survey said that they didn’t feel confident that commissioners understand the situation on the ground.

The commissioners recognised that small charities could struggle within the commissioning process, however their responses focused on what small charities could do to ‘fit in’ rather than thinking about how the system may reduce bureaucracy so that small charities may equally participate:

“Bigger organisations are often more laissez faire with the frustrating bureaucracy, for example, late payments or disappearing professionals - maybe because of experience or a bigger financial cushion.”

“[Small charities should] make the commissioner's job easy.”

That being said, across both commissioners and small charities there was a desire to move towards better dialogue and talk about engagement that is meaningful.

So how might these barriers be overcome?

1. Develop a more flexible relationship

The response to Covid-19 demonstrated an opportunity for things to be different. Smaller charity leaders noted that there was greater recognition that they could respond in a needs-led manner, allowing for flexibility over KPIs and a greater recognition that smaller charities could provide grassroots information and evidence to inform swift funding decisions. There was a recognition that smaller charities needed to lead on the adaptation of their provision at a time of crisis within the resources provided:

“When commissioners have taken on board changes required as a result of Covid-19, they were very open to the changes that were needed to deliver the services, understood the changes needed and that we could deliver for the funds we had.”

It was clear from the survey that smaller charities believe they are more aware of the need and can respond better than larger charities or statutory services to community needs. This became a great advantage during Covid-19 and should be considered as part of the process in building back better.

2. Come and see it

Most of the survey respondents had an open invitation to commissioners to come and see their work and meet the people whose lives were being changed.

One survey respondent highlighted a scheme called Transition Pilots. The scheme saw commissioners working alongside the smaller charity to try a new approach:

“The idea is that the commissioner meets with us every six weeks and begins to implement the learning into their commissioning process - a commitment to commission for people and not for problems.”

The charity noted that this was happening in three spaces at the moment, however was not currently a system-wide approach.

Advice to commissioners is to visit the smaller organisations at their base of operations and allow time to understand them in an informal setting. Ideally, commissioners would then have the autonomy to implement learning from these meetings into their commissioning practices. If this isn’t possible, then at least a dialogue would be opened.

3. Take commissioners on the journey

Maintaining positive relationships with commissioners once they were successful in tenders was key for smaller charities: invite commissioners to review delivery, meet the people involved, and include service user feedback in any reporting. They noted that ensuring commissioners understand the challenges along the way can be key to maintaining a dialogue.

This can be hard when commissioners change roles or who to report to changes frequently. Relationship building takes time, and small charities don’t have the resources to engage regularly. So it is vital that commissioners also recognise smaller charities are exactly that and do not necessarily have lots of resources to attend multiple meetings. They should work in partnership with the organisation on equal terms, and that partnership shouldn’t depend on individuals from either side but be developed across teams so that a key partner leaving or changing role does not derail the relationship.

4. Focus on delivering long-term change

Thinking longer term and recognising the struggles of smaller charities and the need for flexibility was key for smaller charities to feel able to have equitable discussions with commissioners:

“We had a conversation about the long-term nature of change and they adapted by recognising how hard it is/being more flexible with outcomes.”

This will require being open to challenge and new ideas. Commissioners will need to understand that smaller organisations can struggle to be stable on short rounds of funding, and that multi-year contracts will result in more consistent, higher quality delivery.

5. Acknowledge that radical change is possible

The response to Covid-19 has shown that there can be different ways of commissioning work which can include simplified processes and allowances for the ways smaller charities work. Moving forward, it will be important for commissioners to consider wider questions of inequality and who gets to be involved when it comes to commissioning processes, particularly around issues like race where research shows time and time again that Black and Minoritised community organisations are unable to access the processes that larger organisations can:

“We need to take this argument back to the structure. The structure of funds, how they are set up. Who they are accountable to, where their accountabilities lie, what representation do they have of the community, do they look like the community and do they understand the lived experiences of the communities? A lot of those decision making boards can’t tick those boxes.”[4]

[1] Community based, local and/or target group specific, defined financially as under £2m turnover a year for the purposes of our survey

[2] https://www.ubele.org/booska-paper

[3] https://www.lloydsbankfoundation.org.uk/media/c2aphccs/the-value-of-small.pdf

[4] https://www.ubele.org/booska-paper

Tony Wright, 2018 Clore Social Fellow, writes about being a CEO of a small charity, looking after yourself and family life… all amidst a pandemic.

Sometimes, running a small charity can feel like ‘clinging onto a runaway train’ and no matter how much we try to make sure we have a work-life balance, nine times out of ten, the rhetoric just doesn’t meet the reality.

It is a competitive world out there and the only thing that buys time in this business is money. By that I mean sufficient funding to employ more staff and delegate tasks, or as I have just discovered, a worldwide pandemic will buy you a lot of time to reflect on what really matters.

Never in a working career stretching over 40 years have I had to cancel every single appointment, booking or project for the next 12 months… but I have, and after the initial anxiety of doing so, it’s been truly liberating.

It was during my Clore Social Leadership programme in 2018 that I was given tacit permission by the programme tutors to put myself first. They told me my health and my wellbeing were paramount and whilst that may seem obvious, it was not to me. They said it was my responsibility to look after myself otherwise I would not be in the best place to look after others or carry out my responsibilities as a CEO in the Service Charity sector.

"Being given permission to be kind to myself has been life changing."

For the first time in my working life I made full use of my holiday entitlement. I was only available during working hours and never at weekends. If I were tired, I would finish early, I am a morning person and my best thinking and productivity is over by 3pm. The last two hours of a 9-5 working day are in my case, quite pointless as I am up at 6am and respond to outstanding emails before the daily commute to work. By late afternoon I am just going through the motions.

The enforced break has for me, been a blessing, as I have had to accept that I was not in control of anything work related. It has proved to be a fantastic opportunity to relax and reflect on professional practice, the direction of my life and what really makes me happy. This can rarely be achieved during working hours or during my annual holiday allocation - I usually get a bad cold and my much-needed break is spent recovering! As they say… the body keeps the score. It takes me at least six days before I stop dreaming about work issues and once I have reached that meditative state, I then start thinking about what I need to do before I return. It is not good!

However, this pandemic was something different, Italy was in big trouble, so I decided to shut up shop on 14th March to protect staff and those accessing our service. A great deal of our work is community based and involves group or one-to-one intervention. The fact we still don’t fully understand how this virus is transmitted tells me that my decision to stop all operations was the right thing to do. In a world where defensive decision-making rules… I was glad that I did!

Within days, members of my family went down with flu-like symptoms which may or may not have been related to the Coronavirus, but we have all struggled with a persistent chest infection for the last few weeks. My household, like many others, has experienced the anxiety, worry and mild paranoia of trying to protect and shield against an invisible threat that even the medical experts are struggling to understand.

"Despite my taking holidays and setting boundaries... the charity that I founded and manage has gone from strength to strength."

Yet, despite the circumstances, family isolation has been a wonderful experience, even the family dog has benefited from numerous walks and constant company. As a family we are concerned for friends and acquaintances and devastated by the tragic loss of life of so many. Yet, we are grateful for everything we have and more appreciative of each other too. Previously I think we may have taken everything and each other for granted. The opportunity to read all the books that never get read, listen to music, wipe the dust off neglected musical instruments, enjoy quality time preparing healthy home cooked meals and the simple joy of eating together has been a truly wonderful experience. We all know what is most important and the reality is, it is not work.

Bizarrely, despite my taking holidays and setting boundaries regarding my availability, the charity that I founded and manage has gone from strength to strength over the last two years winning numerous awards and attracting significant funding for the future. I now know that my employment matters but does not define me. I want it to continue on its current trajectory but if this pandemic has taught me anything, it is that I’m happiest at home with my family and that they come first.

To paraphrase the musician Ray Wylie Hubbard:

"The days I keep my gratitude higher than my expectations … I have really good days."

Karen Tozer, Clore Social Fellow 2018 and Programme Manager at Groundwork inspires us with the organisation’s agile and strategic response to COVID-19.

Groundwork have been working in Hull over 10 years with communities and individuals that are often those most in need. The work we do builds the skills and knowledge of people through experiential learning and/or volunteering so they are able to begin to address some of the issues that impact on their lives.

We enable people to learn through hands-on participatory activities to grow food, cook healthier meals, learn crafts and DIY skills that help make their money go further and improve their physical and mental wellbeing. Our volunteering opportunities give people a sense of purpose and enable them to build their skills, confidence and social networks.

We also have managed Springhead Park Golf Club since 2014. We have worked hard to transform this former municipal facility into a hub for the whole community.

In Hull I am lucky enough to have a small but dedicated and creative team. Prior to 19 March we recognised that many of those we support were the most vulnerable and would have to self-isolate. We also studied what was happening in other countries and quickly realised that full lockdown was inevitable.

Myself and the team looked at how we could change the way we worked to ensure we were able to provide the best service possible to the communities we support.

Springhead Park – We shut down the course and Club House and transformed the Coffee Shop into a takeaway and home delivery service that runs on a skeleton staff and volunteer drivers. We immediately contacted all the local homecare providers and agencies supporting the elderly and vulnerable in our area. We sent them information on our new affordable meal service with free delivery for the elderly and most vulnerable.

Our Communities team were also quick to move and offer a virtual service on Facebook.

Groundwork Connect – A daily mix of quizzes, healthy recipes and useful information together with live stream and pre-recorded `how-to’ videos covering crafts, growing and up-cycling that utilise everyday items and things we might otherwise discard.

We also established a number of different Facebook Groups where people can meet virtually and interact.

The Virtual Shed – Here people post their lockdown up-cycling and DIY projects that use what others or they might normally throw away. People are able to inspire others and be inspired and we have found there is a massive appetite amongst all age groups. People have tried things they might never have tried and the ‘Likes’ they receive give them a much needed boost. One young mum who joined undertook her first up-cycling project and has now gone on to provide tips to others.

The Virtual Veg Plot – Excited by the success of The Virtual Shed we quickly developed The Virtual Veg Plot. Now more than ever we believe people need to be thinking about growing their own food. We provide tips on growing and how to make a planter out of everything from an old shopping bag to a pallet. To support The Virtual Veg Plot we are also sending seeds by post to those who live in our Growing St Andrews project area, around Hessle Road. I have also sought additional funding to expand this wider in the coming weeks.

The Virtual Kitchen – For a long time Groundwork have delivered healthy cooking sessions. The Virtual Kitchen along with our daily recipes is a way in which we can still encourage and support healthier eating.

The Virtual Sewing Room – This is our latest addition in response to requests by our Facebook followers. The group provides tips and ‘how-to’ advice from sewing on a button to taking up a hem; skills that many people were never taught.

Hull Story Time – Ground Hull has a long established partnership with Hull Library Services. As soon as schools were shut down we began work on this joint project. Every Friday at 1.30pm live on YouTube we have children’s stories being read by local authors, performers and currently local celebrities and sports stars.

Groundwork Connect Radio Show – Growing St Andrews project had an existing radio show that went out to over 250,000 households across West Hull and the surrounding villages. We wanted to develop something that was more frequent and interactive to support those who may not have access to social media. Groundwork Connect now goes out via live feed three times a week on FM radio, internet and Facebook Live. This has enabled us to keep the community informed, interact with volunteers and connect isolated families and friends through song requests.

"It is important that we are continually looking for the 'How Next' so that we can respond quickly to the needs of local people..." 

As a result of the changes we have implemented, Springhead Park is now producing approximately 100 meals a day, ensuring the elderly and vulnerable can receive a home cooked meal for just £3 and our Coffee Shop social media following has soared to almost 900.

Our virtual community engagement and activity has also grown our already strong Facebook following by over 200% and this is still increasing daily. Our post reach is now regularly over 7,000 and our first Hull Story Time was viewed by over 4,000 families on YouTube.

My team and I are now thinking about the next phase of COVID-19. The way of life and working we knew before will not return for quite a while. Social distancing and other measures may stay with us for many months, perhaps into next year, with a potentially longer lasting impact on the communities we work with.

It is important that we are continually looking for the 'How Next' so that we can respond quickly to the needs of local people and the challenges and opportunities the 'New Normal' present for us as an organisation.

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Karen Tozer, Clore Social Fellow 2018, is Programme Manager at Groundwork, an organisation that positively changes places and people's lives, in partnership where possible. Visit @GroundworkHull on Twitter & GroundworkHull on Facebook.