Birds in a hurricane: Voluntary sector adaptation and resilience through and beyond Covid-19
Summary of new briefing: Birds in a hurricane
Voluntary sector adaptation and resilience through and beyond Covid-19
Since the beginning of the coronavirus pandemic, we have spoken to over 1,000 voluntary organisations across our portfolio of research. In every conversation, whatever the focus, we have heard about how small charities, social enterprises and community groups have been coping and adapting.
Along the way, we have been capturing snapshots of the live situation through our regular briefing series, drawing specifically from our peer support sessions for voluntary sector leaders. We have been inspired by individuals, holding their teams and organisations together in the toughest of times. And we have reflected on how funders, in particular, could best support their efforts.
This latest briefing, however, draws material from a wider range of projects – most of which began before the pandemic hit. In early 2020, we were facilitating local, cross-sector health partnerships, and looking at how small charities were using technology, not knowing just how vital these already important and interesting fields would become.
We decided to explore how organisations have survived – and in some cases even thrived – since the pandemic began. And we share the things that we believe will help both voluntary organisations, and those who support them, to sustain and develop their contribution for the longer term.
Leading a small VCSE organisation is a tough job at the best of times: ‘As a CEO, you’re the HR department, the marketing department, the finance department, the operational manager and so on. It’s difficult managing all this and the staff’. But Covid-19 has turned the volume up right across the spectrum: ‘I feel like a bird in a hurricane!’.
Key pressures organisations have faced
Taking care of their teams
Funding. Many funders worked hard to provide emergency funding that supported rapid responses, and to take a light-touch approach; but the pipeline for longer-term applications remains seriously disrupted.
Increasing/changing demand. Many organisations uncovered new needs. Some transformed their services; others went into a holding pattern, providing what support they could from afar. The sense of never being able to do enough was profound: ‘People in need are falling off the radar’, ‘Our users don’t always cope well with change’.
Going online. The shortcomings of ‘communicating on squares’ have become clear – from the loss of informal spaces, through to trying to support vulnerable service users, or even mediate conflict, virtually.
Taking care of their teams. The welfare of staff and volunteers has been a pressing concern. To begin with, staff often ‘threw their all into it’, but, as the weeks turned into months, leaders wondered how long staff could ‘survive this intensity’ and keep going.
Leadership. Leaders have had to make ‘tough decisions with no perfect answers’, like whether to develop, flex or close services. There have been multiple balancing acts, for example between the welfare of users and that of staff.
The past year has been a ‘story of extraordinary resilience and adaptation’; a rare, shared period of experimentation and taking risks; and a time when new possibilities and options have sprung up: ‘Learning from the crisis will stand us well in the future’.
So, what has helped VCSE organisations to stay afloat in a period of adversity?
What has it taken to keep going?
Taking care of staff and volunteers
Discovering new ways to connect
Responsible, supportive funders
A space to share
Collaboration. The need for joined-up thinking’ was pressing. The sense of urgency and shared purpose dissolved many common obstacles. VCSE organisations worked together to share data and enable cross-referral; they felt valued in partnerships for their distinctive reach and contribution; and they found and used a stronger voice.
Taking care of staff and volunteers. From coffee mornings to candle making, leaders found ways to support their teams, and provide spaces for people to unload. Some used furlough funding in a supportive way to respond to individual circumstances; while others benefitted from experienced volunteers on furlough.
Discovering new ways to connect. Going online provided unexpected benefits for many – reaching new people, enabling new conversations, and hearing more diverse voices.
Responsible, supportive funders. Many funders shared risks, relaxed targets and reporting requirements and were active partners, saying: ‘We want you to be responsive to your community needs’.
Financial cushions. Where they had them, reasonable reserves or unrestricted income gave leaders some assurance as they regrouped.
A space to share. Leaders often talked about the isolation of their position. They valued opportunities to reflect, whether that was with their chair, trustees, an external coach (although most were reluctant to spend on support for themselves), or through peer support sessions.
It is clear that the pandemic has both stimulated new thinking and demonstrated the value and workability of approaches to funding and collaboration that VCSE organisations have been advocating for years. The intensity and visibility of need during Covid-19 has accelerated the pace of change, but its foundations feel fragile.
We end with reflections on some key questions and challenges that both VCSE organisations and those who support them will need to consider if the transformative capacity of the voluntary sector is to be strengthened and developed to help meet the challenges ahead.
Judging progress. We will all need to learn how to work well with uncertainty – having the confidence to act on the basis of ‘what we think we know right now’, then to look critically at how that went and try to do better.
Embedding joined-up working. Can the collaboration, networks and the trust that have been established survive in the face of new challenges, lack of capacity, resumption of conventional roles and fierce competition for tight budgets?
Blended services and ways of working. We have learnt about the ways technology can help us to work more flexibly, but also about its limits. We will need to take a mixed approach – to how we work, collaborate, and provide services.
Making digital inclusion a reality. Many small VCSE organisations now have both the relationships and practical skills to reach communities so often left behind – but digital exclusion is a problem that needs to be tackled nationally.
New thinking about unrestricted funding and income diversification. Many small VCSE organisations had turned to trading and donations to achieve flexibility – but both have been hit hard by the pandemic. A greater shift to unrestricted funding is urgently needed. VCSE organisations can then focus on listening to their communities and implementing solutions based on what they need.
Embedding a more responsive, agile, proportionate and trusting approach to funding. Anything that funders can do to lighten the fundraising and reporting load and to share the burden of risk makes an immediate and tangible difference to small VCSE organisations.
Organisational health and wellbeing. When resources are tight and demand is pressing, it can be hard to create time and space to ‘look after our people’. The pandemic has shown just how vital this time is.
Mutual aid. Many small VCSE organisations benefitted from the surge in community spirit at the outset of the pandemic. How can they retain volunteers and maintain good safeguards, while also avoiding disproportionate red tape, regulation and formalisation?
User voice. Small and medium-sized VCSE organisations have a distinctive and vital contribution to make to the debate over ‘what next?’. How can they best be supported in giving voice to their users? And how can their own contribution be kept in the public eye?
We have all been affected by the pandemic. It has upended our lives, both at home and at work. Across our families and our organisations, we see exhausted and anxious faces. And the uncertainty isn’t over. At such a moment, there needs to be a premium on patience and kindness, and a concerted effort to bring imagination and empathy to our work. If the last year has taught us anything, it is that voluntary organisations have these qualities in abundance; and that if they are trusted and respected, they will deliver for those they exist to serve.
Click here to read the full briefing, Birds in a hurricane.
Back to results
You might be also interested in
Learn more about IVAR