Charity Finance has often covered the increased professionalism in the charity sector – and in finance teams in particular. This is undoubtedly a good thing but arguably runs against the grain of the general public perception (or misperception) of charities and how they are run.
There remains a view that charities should be voluntary organisations, and all (or virtually all) of donations should go to the end cause. This is the view that underpins much of the media coverage of the sector.
Take for example the perennial stick that certain sections of the mainstream press use to beat the sector – executive pay. The idea that senior management at charities are paid too much and that this money could be better spent on helping beneficiaries is rooted in the idea that charities are staffed by enthusiastic and passionate volunteers.
What it ignores is that charities are often complex organisations and that they need experienced, professional and talented leaders. To attract these they need to pay competitive wages. The same skills are needed to run a charity as to run a business but wages remain lower than in the private sector – even for comparable sized businesses.
So, greater professionalism in the sector is an agenda that all charities should welcome and celebrate. It can only help improve delivery and increase charities’ impact.
However, what the public conception gets right is the need for enthusiasm and passion. But this is not incompatible with being professional. Indeed, these qualities can be found in abundance throughout the charity sector at all levels and in all roles.
Those working in finance teams are no different. They feel a connection to their charity’s cause and know that their work helps to improve the lives of beneficiaries – even if carrying out an audit or discussions about tax can seem a million miles away from frontline work.
In the May issue of Charity Finance, we speak to some of those working in charity finance teams about this connection and how important it is to them.
Too often, finance is seen as “just about the numbers”. But, not forgetting its importance as a strategic role, it should be viewed as an integral and crucial part of carrying out a charity’s mission.
After all, that is how the finance professionals that we spoke to see themselves.
Tristan Blythe is the editor of Charity Finance
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