Of course I know that 'Charity Does A Good Job' and 'No Governance Concerns At Charity' are not juicy headlines, but what I take from all of this is that it seems that most people writing (and reading?) about charities don't actually know much about charities, about the reality of running a charity, working in a charity, or receiving services or support from a charity.
One of the most common questions that charitable organisations are asking future employees at interview is "what do you think are the biggest challenges facing the sector at the moment?". Yes, there are the answers that everyone gives, such as "we're just coming out of a recession. There is no money", but I like to think out of the box. Here are the answers I like to give.
My plea to council leaders and senior officers is simply this - remember that you and the local voluntary and community sector seek to serve the same communities and same people. Respecting, valuing and working with each other as 'real' trusted partners, you can make a big difference, especially in these hard times of austerity and cuts.
BAAF's demise coincided with that of Kids Company. Two more dissimilar charities in the children's sector could not be imagined yet in the public's mind, fed by much of the media reporting and punditry, some much better informed than others, one could assume that the closure of both charities signaled a wider problem in the charity sector.
As a charity chief executive, I've been asked a lot recently about the demise of the Kids Company charity. It has generally led to a wider conversation about charity fundraising, what "business-like" means in relation to running a charity and what the role of a charity chief executive is. So, I thought I would give my overview.