The charity sector in Oxfordshire is currently grappling with severe challenges that have led to significant distress among staff members, exacerbated by what leaders have termed a “triple crisis.” According to a recent discussion held by charity leaders in the area, the demand for social services has dramatically increased, fundraising has become increasingly difficult, and operational costs have surged, placing staff under tremendous pressure. As a pivotal community support system, the approximately 4,000 registered charities in Oxfordshire are confronting unprecedented hardships that threaten their ability to function effectively.
Catherine Flutsch, the Chief Executive Officer of Ark-T, expressed profound concern for her team’s well-being, emphasizing that employees at all levels, from entry-level to executive positions, are feeling the weight of their responsibilities. She lamented the disconnect between rising needs in the community and the shrinking financial resources available to address them. Flutsch asserted, “the need is rising, the funds are contracting, and we’re trying to hold our communities together,” a sentiment that echoes throughout the charity sector.
Kate Parrinder, Deputy CEO of the Oxfordshire Community Foundation, which annually distributes approximately £2 million in grants, noted that charities are in what she calls a “perfect storm.” This situation compels them to fill gaps traditionally covered by government support, tackling pressing social issues such as mental health, homelessness, and poverty. “They’re helping people who might be incredibly vulnerable or not even be with us any more if those charities didn’t support them,” Parrinder warned, highlighting the vital role that these organizations play in safeguarding vulnerable populations.
Laura Price, CEO of Oxfordshire Community & Voluntary Action (OCVA), underscored the physiological toll the ongoing crises have taken on staff. Many organizations, she noted, transitioned from operating in crisis mode during the COVID-19 pandemic directly into the current cost-of-living escalation without adequate respite. This continuous strain has left leaders grappling with diminishing resources, low morale, and looming deadlines to meet the increasing needs of their beneficiaries.
In her remarks, Tess McCay, Executive Director of Charity Mentors Oxfordshire, shared insights from her mentorship work where she constantly encounters leaders facing reductions in their staff and struggling with low wages amidst the rising cost of living. “Charities are doing more with less and feeling the pressure to meet community needs which are growing,” McCay highlighted, pointing to a pervasive sense of burnout within the sector.
Catherine Flutsch also emphasized the difficulty in attracting individuals to fill essential roles within charity organizations. “We are located in one of the most deprived areas in the UK, where individuals must prioritize earning a living over volunteering their time,” she stated. The pressing need for skilled trustees and volunteers, particularly in financial roles, is a concern echoed throughout the sector, with many organizations experiencing difficulty in recruitment.
Parrinder went on to advocate that charities should not be solely reliant on volunteer labor, stressing the necessity for fair compensation to retain qualified staff. “The people working for charities deserve to be remunerated fairly and equitably… because we can’t afford to have charities run only by volunteers when they are dealing with life and death situations,” she asserted.
The Ark-T charity, which sees an annual operating budget of around £350,000, experiences significant pressure in raising its necessary funds. Flutsch remarked on the staggering application success rate of around 5% for grants, highlighting the daunting challenge of fundraising in the current economic environment. As noted by Price, addressing such inequalities will require a more sustainable approach to charitable funding and community support initiatives.
This discussion unfolded concurrently with the release of the government’s Civil Society Covenant, which aims to reshape the relationship between the government and civil society organizations. Culture Secretary Lisa Nandy acknowledged the uphill battle civil society faces, stating, “It has been a difficult decade for many civil society organisations who have been asked to do more with less,” reaffirming the need for a systemic change in funding and recognition of these vital entities.
In summary, the charity sector in Oxfordshire stands at a pivotal juncture, facing both immediate existential threats and a long-term need for structural change. The dedication of charity leaders and their staff remains unyielded despite mounting challenges, but without urgent intervention and renewed support, the sustainability of these organizations—and the critical services they provide—hangs in the balance.
