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The voice of Scotland’s vibrant voluntary sector

Published by Scottish Council for Voluntary Organisations

TFN is published by the Scottish Council for Voluntary Organisations, Mansfield Traquair Centre, 15 Mansfield Place, Edinburgh, EH3 6BB. The Scottish Council for Voluntary Organisations (SCVO) is a Scottish Charitable Incorporated Organisation. Registration number SC003558.

Cross-border pitfalls for charities

This opinion piece is over 8 years old

Susan Murray and Shirley Otto highlight why it's important for UK charities to pay attention to their Scottish operation

Politically we are in very uncertain times. We know more powers are being devolved to Scotland and we know there will be lots of elections; this year for the Scottish Parliament and next year for local government, plus this June there will be a referendum on membership of the European Union. There is also much talk of another referendum on Scottish independence, although there are very differing opinions on the timescale for this.

All this has implications for charitable organisations, and in particular for the governance of UK charities with operations or branches, in Scotland

UK organisations often benefit from economies of scale by centralising core functions, however this can lead to a perception of remoteness from regions or nations far from the centre. This perception is a real risk for UK organisations.

Susan Murray

If a UK organisation is remote and doesn’t engage actively in Scotland it could lose out on the opportunity to raise awareness of its work

Susan Murray
Shirley Otto
Shirley Otto

The Scottish Government and Parliament prides itself on engaging many different stakeholders and actively travels to communities around Scotland for cabinet and committee meetings. The same goes for funders, who work together through the Scottish Funders Forum and the Scottish Grantmakers Trusts Group to share information and knowledge.

If a UK organisation is remote and doesn’t engage actively in Scotland it could lose out on the opportunity to raise awareness of its work. This is one of the reasons that many UK organisations have recently increased their presence in Scotland.

The impact of the shift in the political environment in Scotland can be compounded by a governance deficit in many of cross-border (England + Wales / Scotland) charities. UK Boards are often not sufficiently aware of the structure by which they govern across nations; for example is the operation in Scotland a subsidiary, is there a Scottish Committee or do representatives from the nations sit on the main voard and make decisions for the whole of the UK? Indeed there are a mix of structures none which, it could be argued, properly manage the political environment, the sense of identity, of affiliation, of the staff and volunteers of the Scottish operations.

TFN articles from last year highlighted issus in organisations such as with RNIB and Asthma UK.

It is timely for boards of UK charities to ask the question to what extent their engagement with the Scottish Government, local authorities and funders is affected by the changing political climate and whether their strategic plans might be better achieved by establishing an independent Scottish charity. If it seems the purposes of UK charity would be best delivered by re-structuring then the experience to date suggests the process for devolving governance needs very careful consideration.

What arrangement will most benefit the people or the cause? Is it a Partnership Agreement, Group Structure or a Memorandum of Understanding? The most important factors to consider are sustainable funding for the newly independent charity and maintaining the essential formal and informal relationships with the UK operation, and other key stakeholders. Achieving sustainable funding in a climate of austerity requires time and a robust fundraising strategy; changing relationships within the Scottish operation, and with the UK organisation, needs time and cordiality amongst those involved. This would mean staff of the Scottish operation working with colleagues in the other nations whilst the governance is being re-structured.

Timing is crucial to the change process but given the political situation it is also a matter of the right time to make decisions and act on them. Making governance changes and embedding them could take three to four years but the time to think about how you govern Scottish operations could be now.

Shirley Otto and Susan Murray are part of Scotland's Third Sector Governance Forum.



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Jonathan Dearth
over 8 years ago
As the Director of an organisation, which recruits for UK head offices, their Scottish operations and for Scottish based charities, I acknowledge a lot of these issues.Also, over recent months, we have recognised that the supply of quality staff in Scotland is far more robust than it is in the rest of the UK. Be it London based roles, in the English regions or even roles in my home nation of Wales.The demand for this talent does not meet the supply. Or more straightforwardly, there are not enough quality jobs for the excellent talent here, even though UK operations are expanding north of the border.Whereas in London, often jobs can't be filled. Or take too long to fill. One solution could be to embed more Scottish based talent in London which also could have the effect of Scottish operations being given the due significance that they deserve.The streets of London aren't paved with gold, but the charities would definately welcome a more diverse pool of abilities and knowledge.
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