The vast majority of small charity leaders in England have experienced poor mental health due to their role, according to new research published today.
Of the more than 350 small charity leaders who took the survey, 20% reported a “severe impact” with incidences of suicidal thoughts, hospitalisation and burnout.
Leaders who work in health, education or with children and young people experienced the worst impact on their mental health, the report Breaking Point: The Mental Health Crisis in Small Organisation Leadership found.
The research, from social enterprise Fair Collective and in partnership with NCVO, found that the combination of internal and organisational challenges on top of systemic sector-wide issues increased the isolation and pressure felt by small charity leaders.
It found that internal and external factors have a disproportionate impact on small charity leaders who often juggle multiple roles and responsibilities with limited training.
One respondent described pressure due to “being a one-stop shop for all professional services that other larger organisations buy in”.
‘This experience is sadly common’
Emma Cantrell, chief executive of child poverty charity First Days said: “The pressure, at times, has been overwhelming.
“As a small charity CEO, I have found myself in some dark places over the years, where my mental health has really suffered.
“The combined weight of responsibility to the people we are helping, chronic funding shortages and a team to look after, as well as everything else that comes with leadership, has meant that at times I have been pushed to my limits mentally.
“It is only now I realise, after connecting with other charity leaders, that actually this experience is, sadly, common.
“The pressure in my role is still huge and I have to work hard to ensure my mental health is protected in order to carry on in the sector I am passionate about.”
‘There’s more to be done’
Vic Hancock Fell, research lead and Fair Collective founder said: “Nearly 100% of charity closures in the last 10 years were small organisations, which shows the heavy burden on leaders’ shoulders.
“However, it’s important this research doesn’t contribute to a them versus us culture, particularly between leaders and boards or organisations and funders.
“There are many funders and sector organisations who are meaningfully engaging with, and advocating for, small charities, but this research shows there’s more to be done.
“Small charities are essential to their communities and to ensure their survival, we need a shared understanding of the unique pressures they and their leaders face.
“This must then be combined with a collective commitment to creating fairer processes responsive to their needs and strengths.”
Recommendations
Researchers, who surveyed leaders of charities with an income under £1m between 29 August and 1 October last year, suggested that funders should empower small charities as the experts, increase unrestricted and multiyear funding and work towards a common application and funding process.
The report suggested that individual leaders should prioritise organisational openness, embrace self-care and take advantage of existing help.
It recommended that trustees prioritise organisational health, invest in building trusting and supportive relationships and prioritise delivering support.
Anyone struggling with their mental health can access 24/7 support from Samaritans by calling free on 116 123 or visiting samaritans.org.
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