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What's going on at BTA and in the wider charity world? We also love to share our knowledge of the third sector - with top tips on everything from finding the right job to managing a multi-generational workforce.
At the last Scottish Fundraising Conference, I greatly enjoyed hosting a sold-out discussion with some of Scotland’s biggest Grantmakers. It struck me at the time that things had changed substantially over the course of my career. When I started as fundraiser many trusts and foundations were both secretive and adversarial. They didn’t want anything to do with fundraisers and they point blank refused to share information with us. Fast forward 35 years, and we now have the likes of National Lottery, Wood Foundation and Corra Foundation speaking at fundraising conferences, sharing tips and hints. A genuinely open relationship has emerged between “poachers and gamekeepers”. Exceptions to this happy “concordat’ are rare, and a precious mutually supportive relationship now exists. This represents a paradigm shift in how charities and Grantmakers view their relationship with each other and with the broader community. Trust and transparency have emerged as foundational principles, guiding the relationship between those who give and those who seek funding. This evolution towards a more open dialogue has facilitated a more collaborative and less adversarial atmosphere, fostering a sense of partnership that benefits the wider community. Fundraisers should not mess with this! Yet perhaps we are. With the lazy use of AI in funding applications. It’s a great tool for the fast development of content, but I feel that the integration of AI into the grant writing process must be approached with care. On one hand, AI offers the promise of efficiency and accessibility, particularly for smaller charities that might lack the resources to hire professional bid writers. On the other, the impersonal nature of AI-generated applications could be seen as exacerbating the very issues that the sector has worked to overcome. Scottish Grantmakers are reaching out to professional fundraisers in a spirit of transparency and directness. It’s because they value us as professionals, as communicators, as advocates for the causes that we represent. The last thing that we should be doing is handing that relationship to a computer programme – however clever it is. Yet that is what many people in the sector are advocating. I was on a charity knowledge platform this morning that offers an automated grant writing service for free. Just stick a few hundred words into a Bot and the little bunny will write your applications for you. And all those Grantmakers, that we have spent decades convincing to work with us, are about to be buried in an avalanche of awful, AI-written applications. Written in binary, with no heart, no context, no corroboration, and no accountability. That is not good. If the use of AI inserts a layer of detachment between charities and funders we are in trouble. I remember when many funders wanted nothing to do with fundraisers. We could easily be back there. Charities and AI service providers alike should be mindful of the sector's ethos and strive to use technology in a way that enhances, rather than detracts from, the principles of trust and transparency that are central to Scottish philanthropy. Our expert trust fundraising team at BTA only ever use AI for research – every word of our applications is written by a real, live expert. This doesn't mean that AI has no place in the future of grant writing. AI can be a powerful tool for helping charities articulate their missions and needs, or for identifying themes and opportunities. But it should be used in a way that supports direct engagement with Grantmakers and upholds the values of the evolving philanthropic landscape. It needs a fundraiser to wield it as a tool – not a bot to automate it as a blunt instrument. It is essential to remain focused on the ultimate goal: fostering meaningful connections between charities and funders that lead to impactful outcomes for the communities they serve. By aligning the use of technology with the principles of trust and transparency, we can ensure that AI serves as a bridge, not a barrier, in the pursuit of this goal.
Scotland's charity sector, encompassing over 25,000 registered entities from small community groups to large environmental organisations, is undergoing significant regulatory changes. With the introduction of the Charities (Regulation and Administration) (Scotland) Act 2023, Scottish charities are poised to see substantial updates in governance and accountability. This new legislation, spearheaded by the Office of the Scottish Charity Regulator (OSCR), is designed to bring Scotland's charity regulation in line with the rest of the UK. It highlights the need for charities to prepare for the following key changes, effective from 2024: • Expanded OSCR Powers The Act grants OSCR greater authority to investigate charities and their trustees, ensuring compliance and governance standards are met. • Trustee and Senior Office Holders Criteria: New rules will redefine eligibility for those holding pivotal roles within charities, aiming to strengthen internal governance. • Increased Transparency: Charities are required to provide more detailed information about their trustees. OSCR will also maintain and publish a list of trustees removed or barred from their roles, enhancing transparency. • Scottish Charity Register Updates: The register will include more comprehensive information about charities, including a record of mergers, to provide a clearer picture of the charity landscape in Scotland. The Act introduces new annual return questions for charities with financial years ending on or after November 30, 2023. This includes queries related to a charity’s accounts, aligning with the forthcoming Charities Statement of Recommended Practice (SORP) set to be introduced in 2025. The SORP will offer guidance on preparing accounts in accordance with UK accounting standards, with updates reflecting changes in accounting standards or charity law. For charities, especially smaller ones, this means adapting to new accounting requirements. For those requiring audits, understanding the process, time, and costs involved is crucial. Trustees should review their charity’s governing documents to ensure they are fit for purpose and align with the latest regulations. Additionally, potential VAT charges on private school fees and initiatives like the Revitalising Trusts Project indicate broader financial and operational implications for charities. As these changes unfold, trustees must take an active role in compliance and governance. The evolving regulatory landscape necessitates a proactive approach to ensure charities continue to serve their communities effectively, emphasising the importance of readiness and adaptability in the face of new challenges.
In a recent LinkedIn discussion, concerns were raised about a report suggesting the third sector suffers from financial inefficiencies. This conversation sheds light on an essential truth: financial leakage is not a problem unique to our sector. However, it emphasises the importance of seizing every opportunity to enhance our financial stewardship, particularly in these challenging times. At BTA, we understand that many charities stand to gain from rigorous outcome auditing and targeted support in financial governance. This is not about underscoring weaknesses but about fortifying our strengths. It’s crucial we acknowledge that, while the third sector may not be worse off than the public or private sectors in terms of financial leakage, the imperative to optimise every penny towards our missions is perhaps more pressing. We are in an era where scrutiny is higher, and resources are stretched thin. The dialogue around financial efficiency must, therefore, be constructive and aimed at improvement rather than criticism. Our sector's resilience depends on our ability to adapt, improve, and be transparent in our financial operations. By embracing outcome auditing and support, we can ensure that our contributions to society are maximised, our operations are lean, and our impact is profound. BTA's commitment to the third sector's excellence is unwavering. Our "Pathways to Excellence" programme, led by experts in the field, is designed to help organisations navigate these challenges. It is an invitation to introspect, to assess, and to grow. It is a testament to our belief that, through collaboration, support, and a relentless pursuit of improvement, the third sector can not only meet its financial challenges headon but can set new standards for efficiency and impact. Let's use this moment to reflect on how we can all contribute to a more efficient, effective, and impactful third sector. The conversation started on LinkedIn doesn't end there; it's just the beginning of a broader, muchneeded dialogue on how we can all do better. Together, let’s work towards a sector that is not only resilient but thriving, ensuring every resource is utilised to its fullest potential for the greatest good.
Introduction: In a sector driven by passion, dedication, and a relentless pursuit of positive change, BTA (Bruce Tait Associates) was founded with a vision to enhance the effectiveness and reach of charities across the UK. From its inception by three visionary third sector leaders, BTA has grown into a beacon of support and expertise for the charitable world. This blog explores our journey, our unique approach to charity consultancy and recruitment, and our unwavering commitment to the sector. Founding Principles and Evolution: BTA's story began with a simple, yet profound, objective: to amplify the impact of charities through strategic consultancy. Recognising the intricate challenges faced by the third sector, our founders—each a leader within their charitable fields—sought to create a consultancy that offered not just advice, but tailored solutions that addressed the heart of these challenges. As our reputation for impactful consultancy grew, so too did the demand for a more holistic approach to charity support. This led to the natural evolution of our services, incorporating recruitment to ensure charities could access the talent they needed to thrive. A Balanced Approach to Service: Our services are almost equally split between recruitment and a comprehensive suite of charity support functions. This equilibrium ensures that we not only help charities build their teams but also strengthen their operational and strategic foundations. From trusts and grants applications to marketing, HR, Board and finance development, and more, our over 70 Associates bring a wealth of experience and specialisation that covers the full spectrum of charity management and growth. Expertise Rooted in the Third Sector: What truly sets BTA apart is our people. Our highly experienced advisory board and senior management team, all of whom come from third sector backgrounds, guide BTA with insight, empathy, and a deep understanding of the challenges and opportunities within the charity world. This ensures that our strategies and solutions are not only innovative but also grounded in the realities of sector needs. Continuing the Legacy: As we look to the future, BTA remains committed to its founding vision: to support, empower, and elevate charities across the UK. Our journey is one of continuous adaptation and growth, driven by the ever-changing landscape of the third sector and the needs of the charities we serve. With a foundation built on ethical practice, professional integrity, and a deep-seated belief in the transformative power of charity, BTA is poised to continue making a difference in the lives of those who do the most for our communities. Conclusion: The BTA journey is far from over. With each charity we support, each leader we place, and each strategy we develop, we forge a stronger third sector capable of facing tomorrow's third challenges with confidence. Join us as we continue to build a legacy of positive impact, driven by expertise, ethics, and a passion for charitable excellence.
Bruce is currently in South Africa, making me jealous by sending stunning photos of the elephants he has seen on his travels. But there is a bigger elephant in the room that we need to talk about. The finalists for the 2023 Charity Awards by the Scottish Council for Voluntary Organisations (SCVO) are out, and something's not quite right. As I was looking at the list for Employee of the Year, Volunteer of the Year, and Trustee of the Year, I couldn’t help but notice a pattern. Where's the diversity? A male dominated list with only two women. Before I go any further, this isn't meant to take anything away from the folks who've been nominated. They're all hard-working, dedicated individuals who deserve recognition, no doubt about it. They've given their all to the sector and it's right that they get a nod for that However, I've got to ask, is this really the best representation of the folks working their wee socks off in our voluntary sector? The answer is a big fat no. Scotland's third sector is chock-full of people from all sorts of backgrounds, races, and genders. But looking at the SCVO's finalists, you wouldn't know it. Representation is more than a buzzword or a box to tick. It's about bringing an array of thinking, experiences, and perspectives that can help organisations be more impactful and serve our communities better. It's about role models from different background who enrich our sector. Plus, it's about making everyone feel included, valued and giving a sense of belonging in our society. Surely, I should be preaching to the converted here? My gut instinct is the lack of diversity in these awards isn't just a one-off thing. It points to bigger issues in how we hire, recognise, and promote people in the sector. It's a sign that we've still have unconscious biases that we need to deal with. SCVO, and all the organisations connected with it, need to step up and tackle this head-on. It's not enough to say, "yeah, we've got a diversity problem". We need to roll up our sleeves, dig into the root causes of the issue, dismantle the systems and do the work that will ensure our sector thrives in the future. How can we make our sector more diverse and inclusive? Are our hiring practices fair? Are we giving everyone a chance to learn and grow in their roles? Are we recognising and celebrating everyone's hard work, no matter their gender, race, or background? We've got to embrace diversity in all its forms to succeed. It's only through diversity that we can truly reflect the communities we serve, truly represent everyone, deliver the impact we want to have and meet the expectations of our funders, service users and future workforce. The SCVO awards have shown us again a problem we know is there. It might be a bit uncomfortable to talk about but we can't ignore it. It's time for us to take a good, hard look at how we do things, face up to the issues, and work towards a more inclusive and representative third sector in Scotland. We've got the power to change the story.
2023 is predicted to be a tough year for charities.
Job interviews can be stressful, and your nerves can sometimes get the better of you. As recruiters we are aware of this and that is why we would like to help you put your best foot forward in your next interview.
Weds 15th February - Fri 31st March 2023 £650 pp + VAT Small group coaching for third-sector staff, volunteers or Board members who need to boost their grant application income. Advice on what to say and how to say it to submit more and better applications. "I did the course and was really impressed - very logical, with lots of practical examples. My new fundraising volunteer did the same course and what he brought back had a tangible impact on our success (more than paid for both course fees). Wish I had done one of Phyllis's courses 10 years ago!" Simon, Open Door Work with experienced professional fundraiser Phyllis Martin 2.5hrs a week for 7 weeks and get: Assessment and Feedback for up to 3 funding applications to improve your bids 1-2-1 Goal-setting Session to identify your priorities Personalised Coaching Prescription to increase your success rates including mini workbooks, 10 minute videos, live and recorded group coaching on specific skills, template answers and editable documents 1-2-1 Weekly Check-ins for momentum, accountability and questions Online platform for communicating with programme members and accessing resources including successful application library for minimum 12 months "Phyllis was just fantastic, very knowledgeable and engaging." NESCAN group member Max 10 places, group sessions Wednesdays at 10:30am (recordings available), 1-2-1s at times to suit you. “Very informative and full of useful information with clear and concise direction, excellent backup videos to study in your own time and on hand tutor advice throughout. Would recommend to anyone looking for grant funding from new to seasoned administrators.” Thomas, Hopscotch To register your interest contact [email protected]
As an organisation, BTA has been talking about the Great Resignation for quite some time and while this is an accurate description of what’s been happening, it still only describes the symptom, not the cause. Culture is vital to retain staff, yet charities, in fact all organisations, face a post-pandemic culture crisis. Charities are currently having to redefine their culture to keep staff. One of the main ways they are doing so is with the offer of remote or hybrid working. A move that has provided many people with more autonomy over their work, greater flexibility, and a better work–life balance. However, is this move costing organisations their culture? Although invisible, culture works through human interactions. Therefore, to cope with this post-pandemic culture crisis, shouldn’t we be fostering supportive social ties within our organisations rather than giving this up for the convenience that remote/ hybrid working can offer? Organisational culture is a combination of written and unwritten rules, norms, beliefs, behaviours and values. It is how work gets done, how people interact with each other and how they see their organisations place in the world. Strong workplace relationships matter for many reasons. Employees are emotional beings who crave satisfaction in their work and seek connections to their colleagues and a purpose in their work. A survey conducted by The Work Trend Index highlighted that strong workplace networks are critical to productivity and innovation. With the move to remote working, it is undeniable that charity culture has eroded workplace relationships. People consistently report feeling disconnected and a study conducted by Harvard Business Review found that the shift to remote work shrunk both close and distant employee networks. The office, on the other hand, has always acted as a social anchor providing employees with a place to interact and collaborate. Without this social anchor, employees are losing their sense of workplace belonging, and organisations face becoming a fragmented collection of individuals connected by a charity name. Remote working can also create psychological distance between employees and the charities they work for, whether that be making staff less confident to ask questions, seek guidance, or request help. In the office, however, managers can more easily spot the visual cues for when an employee needs extra support. The 70-20-10 Model for Learning and Development proposes that 70% of learning happens through experience, 20% comes from observing colleagues and only 10% is down to formal training so whilst webinars have been a great learning tool that comes with many benefits, they cannot replace the learning gained through social interaction and experience. Charity culture is established and transmitted through the messages and visible actions of management, through explanations given to crucial organisational decisions, and through reactions to visible incidents. The inability of staff to be present at these important learning moments means that employees aren’t learning and internalising the ways companies do things. How work gets done has also changed with this shift. According to the Work Trend Index, Workers aged 18 to 25 reported more difficulties feeling engaged or excited about work, getting a word in during meetings, and bringing new ideas to the table when working remotely. Whilst new staff are finding it hard to find their footing since they do not experience the onboarding, networking, and training that they might get when working in the office. These employees say their relationships with their direct teams and access to leadership are worse than those who have been with the company longer. Therefore, to ensure that our workplaces remain engaged, innovative, and inclusive, we should stop altering charity culture to fit with the realities of remote working and instead redefine culture by focusing our attention on fostering supportive social ties through in-person interactions and not denying the integral part the office can play in restoring culture.