Small charities make a big contribution to wellbeing in local communities and as recent research has shown, they can be effective at supporting people who are hard to reach, hard to hear and hard to help than bigger charities or public sector organisations and agencies. 
The Lloyds Bank Foundation ‘Grow’ project was devised to support small charities with income below £75,000 which were ineligible for support through the Foundation’s existing programmes. This research report explains how these charities responded to support offered to them by specialist consultants.
There have been several initiatives in the past to help small charities to become stronger, bigger and more sustainable, and to encourage them work together to increase their impact. These are all ‘big asks’ and charities often resist attempts by outsiders to change them. But there is little good evidence to make sense of the ‘social processes’ involved in providing such support and explanations for how charities respond.
This report attempts to help fill that gap in our understanding by exploring how the culture and dynamics of small charities affects their readiness to embrace change, to accept support act upon advice in several areas of development which may be important for their future wellbeing.
Small charities may lack structural complexity (unlike larger more formal organisations with a specialised division of labour and hierarchical command chains which are underpinned by bureaucratic principles and procedures) but this does not mean that their internal dynamics are simple.
The analysis hinges upon a recognition that very small charities are much more complicated social entities than immediately meets the eye.
The full report can be downloaded here:
The Social Process of Supporting Small Charities (March 2019)
A blog on the findings can be found here:
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