Our impact in supporting small charities and social enterprises through the pandemic
Julian Lomas
This is the second in a short series of blogs reflecting on the work we have been doing since late 2020 to deliver a substantial programme of support for small charities and social enterprises on behalf of Clarion Futures, the charitable foundation of Clarion Housing Group.
Last time we highlighted how the programme of non-financial support within Clarion Futures’ Recovery and Resilience Programme started out as a response to the challenges Clarion Futures’ partner organisations were experiencing as a result of the Covid-19 pandemic. This blog, written by our associate Robin Brady, considers the impact that the non-financial support programme has had, following an evaluation undertaken by Robin.
When we were working with Clarion Futures to design the programme, we took time to put in place an evaluation framework that could help them understand the difference the programme was making for its small partner organisations. The framework was articulated by a Theory of Change for the programme and outcomes were based on the five dimensions of organisational capacity building (also known as the 5Cs approach, INTRAC, 2010; ECDPM, 2011):
Organisations demonstrate improving capability to deliver on their objectives.
Organisations demonstrate improving capability to adjust to external contexts.
Organisations demonstrate improving capability to build and maintain networks.
Organisations demonstrate improving capability to work effectively.
Organisations demonstrate improving capability for coherent governance and leadership.
The programme delivered positive results across all five of these outcomes, with a particular emphasis on improved capability to build and maintain networks and for coherent governance and leadership. Some challenges and learning points were identified by the evaluation, many of which were addressed in adaptations of programme design between cohorts 1 and 2.
Partners valued the mix of in-depth consultancy support (many could not usually afford such external support) and training. Most reported improvements in knowledge about non-profit management as a result of the training, and the consultancy support generated outputs that included theories of change, business plans, impact frameworks, improved governance arrangements, cases for support, prospect research and improved financial management systems.
Partners report being more confident and able to deliver against their mission, clearer about their strategic priorities and better prepared for attracting funding from other donors. The improvements in governance and strategic understanding of their vision, mission and objectives particularly suggest that partners are better able to engage with, and be more accountable to, their stakeholders. As a result, partner organisations that benefitted from the programme are already more resilient, or likely to become more resilient in the future.
“We now both feel more confident in our own abilities and skillset. Having a third party look inwards to our business and give us that reassurance about what we have been delivering and how we have worked to date, has been fundamental in re-energising us both.”
“The surprise for me has been how much I have learnt about managing a team of directors more effectively and in an open manner.”
Clarion Futures experienced the unexpected benefit of enhanced reputation as partners began to tell other stakeholders about the positive impact this programme has had for them. Improved working relationships with partners also resulted, leading to improved outcomes for Clarion communities and residents and making tackling shared challenges that much easier. Improved resilience and capability of its partners also benefits Clarion’s ability to deliver against its own aims because Clarion can have more confidence in the effectiveness and efficiency of its partners, which has already led to participating partners securing new funding from Clarion and other sources.
Overall, the non-financial support programme delivered to date has shown how, by providing a mix of both consultancy support and training, Clarion Futures has been able to improve its understanding of the needs of its partners and enhance the viability, resilience and sustainability of partner organisations that provide essential services to Clarion’s communities and residents. The evaluation findings, including learning points, are now being considered by Clarion Futures in deliberations on the future of its non-financial support offer.
Robin Brady is a specialist in fast, effective and value-driven solutions for Social Impact Organisations, providing expertise in monitoring, evaluation & learning and leadership & management support.