Scotland’s benevolent funds must consider a bolder future - one shaped by collaboration, not isolation, writes Andrew Tweedy
For many years, small benevolent funds have carried out remarkable work - quietly supporting vulnerable people by providing life-changing grants, albeit often in silos and with limited means and ageing infrastructure.
But in today’s financial climate, where governance burdens, staffing limitations, and rising operational costs are the norm, the impact of many of these funds risks becoming diminished and unsustainable.
This is true of all benevolent funds, and this is why we must all have a more open conversation about consolidation and why The Royal Society of the Support of Women of Scotland Society (RSSWS) has embraced it as it applies to funds supporting women.
Earlier this year, RSSWS completed a merger with the E Mclaren Fund for Indigent Ladies. For some time, the fund had recognised the increasing difficulty of delivering support. As Graeme Kidd, its chair prior to merger, put it: “We could not continue as we were - neither in terms of seeking the best for our ladies nor in the best management of the fund’s resources”.
The trustees acted with great foresight in seeking a new home for the fund. This wasn’t just a matter of compliance or convenience, it was about protecting a legacy, honouring a founder’s intent, and, crucially, ensuring that vital support reaches women in greatest need.
As chief executive of the RSSWS, I see first-hand how our scale and resource can transform outcomes. With the right infrastructure, we not only deliver financial grants, but also build relationships with our beneficiaries allowing us to add value by offering support and advice - whether it's helping navigate the benefits system or tailoring grants to match changing circumstances.
Smaller funds often don’t have this capacity. They also struggle to raise awareness without triggering a wave of applications they simply can’t support. Others may be restricted by outdated constitutions or face real challenges recruiting Trustees. These are genuine dilemmas, not failings - and they point to the necessity of consolidation.
Lynne Lamont, head of charity & institutional clients at RBC Brewin Dolphin, is among the financial professionals advocating for this shift. She observes that core running costs, from audits to investment management, are escalating across the board.
“We regularly see cases where a large proportion of the incoming resources goes towards these costs,” she says, “leaving very little for furthering the charitable objectives.”
Her insight echoes what many in our sector already know but seldom say: that operating alone is often more expensive and less effective than working collectively.
There are still over 230 charities in Scotland identified using the keyword “widow” in their OSCR registration - often rooted in outdated Victorian belief in women’s dependency. Many have already modernised, but the world around others has changed dramatically, and it’s time their operational models did too, because the need for their support remains urgent.
Importantly, mergers do not dilute legacy, they future proof it. In the case of the E Mclaren Fund, the RSSWS has committed to continuing grants for all eligible existing beneficiaries and to uphold the founder’s original vision.
At their best, mergers allow organisations to be more agile, more visible, and more valuable to those they serve. They also align with the wider shift towards 'cash-first' approaches - a model that others are rediscovering, but which many benevolent funds pioneered more than a century ago.
As RSSWS’s chair, Bridget Mustard, recently said: “Giving up independence is never an easy step. But by doing so, the trustees of the E McLaren Fund will deliver more help for more women - which is what we all want to see.”
I echo her sentiment and urge trustees of small or dormant funds to look honestly at their objectives - not with regret, but with ambition. Our experience shows that the right merger is not a sign of failure, but a strategic move towards greater impact.
Scotland’s women deserve robust, resilient and impactful support, not fragmented good intentions. By working together, we can ensure the next generation of women receive the dignity, autonomy and financial empowerment that so many funds were founded to deliver.
Andrew Tweedy is chief executive of The Royal Society for the Support of Women of Scotland, a Royal Charter charity providing financial support to single women facing hardship.
