In challenging times, Lynne Robb encourages charities to collaborate rather than compete.

As finance leaders, I am sure that we are all incredibly focused on the adverse effects of the economy on our charities. As in previous recessions, we are likely to see a lag between the economic downturn and a subsequent reduction in giving to charities. So we will continue to feel pressure for some time, with the challenge being that the need for our vital work continues to increase.

At times like this there is a real temptation to focus inwardly to meet challenges, manage costs and consider how we can reprioritise our activities. However, this insular approach could mean that we miss significant opportunities for collaboration, either on a short-term tactical basis, or to achieve more in the longer term.

Working differently

In response to the funding challenge and a shrinking giving market, we can already see competition in the sector increasing. There is a significant increase in ‘brand spend’, with major publicity campaigns taking place as different charities make their cases for being ‘the one’ to support in their cause.

Charities are trying to make strong links with people who have traditionally given less; campaigns like Movember and charities such as Help for Heroes and the Teenage Cancer Trust are showing that it is possible to reach new donors.

I believe that we, as finance leaders in the sector, have a role to play in encouraging our charities to work differently. Each of us can identify other organisations, larger or smaller, with similar aims.

Working individually, we could be compromising the collective aims that we are all trying to achieve. Rather than focusing on gaining more income at other’s expense, the time is right to look for opportunities to collaborate more closely, pool our skills and do more with falling resources.

It is likely, in the current climate, that we will see more mergers and integrations happening, as charities look at ways to continue their work when funding becomes very difficult. We should be prompted to think about pooling our efforts in similar areas, but we should not see such unions as a chance to ‘take over’ or dominate a sector or cause.

We should be trying to identify where opportunities exist to work more collaboratively and, wherever possible, further our joint aims. At a time where funding is tightening, we should be looking into ways in which charities can successfully gain funding for their work on a collaborative, not competitive basis.

Approaching contract or grant bids as partners, or in consortia, will be looked on favourably by funders, who wish to see us adopt a more holistic approach. Large and small charities will benefit from such an approach, and help each other succeed in difficult times.

Where we may be working for a change in law, practice or behaviours, collaborating with like-minded charities of any size can have a big impact.

Sharing

In our own efforts at Cancer Research UK to reduce tobacco smoking and remove the biggest single cause of lung cancer, working with the charity ASH, for example, has been important. Sharing our ‘voice’, skills and thinking has led to huge changes in legislation.

In two of our projects to build state-of-the-art research facilities, we are funding ASH, in partnership with other charities and universities. In doing that, we are achieving much more than trying to complete these projects alone.

As another example, we work closely at an operational level with Marie Curie to support the peer review of its research programmes, saving it time and cost in its work.

These examples show how charities of different size, focus and structure can make an additional impact through collaboration and support.

So I believe we have a role to play in encouraging our colleagues to work differently. The finance leaders in this sector work very effectively and collaboratively in many ways, so using this mindset to bring our organisations ever closer in their work should be something that we actively pursue and champion.

In that way, we can all achieve our visions, whatever the economic weather. 

Lynne Robb is chief financial officer at Cancer Research UK