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Common challenges

Here are the common governance challenges that many PBGS face:

Involving the right people not representatives

A PBGS claiming to make a difference to people’s lives needs to demonstrate its legitimacy.

  • They need to ask: how do decision structures reflect the diversity of a place? How does it ensure that all sectors and all people can bring their knowledge, experience and perspectives? 
  • Representatives from the public and voluntary sector are not proxies for wider involvement from residents and businesses. 
  • The first people to join the Board of a PBGS are not necessarily the right people for the longer term.
  • PBGS need to time to reach people who understand their place, to establish the right decision-making structures to tackle issues that matter most to them.

Operational vs. Strategic

Typically burgeoning PBGS are run by small teams - often just one person. Like other small and start-up charities, they may need their Board to be more hands-on.

  • Working groups with clear remits and goals can help to keep the Board focused on strategy and oversight. As schemes grow, Boards need to distance themselves from operational matters.
  • Clear Key Performance Indicators and reporting will help to provide oversight on delivery while giving Boards time to focus on the strategic direction and financial health of a scheme.

Voice

The principle of "everyone can give" recognises that place goes beyond geography. How PBGS ensure that the voice of all people is heard, valued and incorporated into all areas of decision making is a challenge to all schemes.

Beyond Grant Making

Place-based giving is not just another way of giving grants locally; it is about changing how people work together and making it easy for everyone to give to things that matter. It is easier to fundraise for grant making for good local groups than address social change. 

Partnerships need to identify how their work contributes to a mission of social change, how else can they influence social change as an integral part of their work. How is this demonstrated in governance structures?

Building Trust

Lack of trust undermines good governance. Partnerships need to invest time to develop trust between people who have yet to work together. Trust is the real strength of place-based giving. Staff, Board and panel members have a responsibility to find ways of developing trust, often beyond traditional meetings.

Managing Change

PBGS are pioneering new approaches to stubborn issues around inequality. They need to continually capture the interest and imagination of residents and new supporters and address new emerging need. This means that a high priority for PBGS is continuously testing new approaches. Partnerships should constantly address the tension between quick wins and being there for the long term.

Sustainability

This remains a challenge to PBGS and a priority for partnerships. PBGS need to identify long term sources of funding – from institutional donors, businesses and the general public.

Independence and being seen to be independent

PBGS hosted by other organisations can be perceived as lacking independence. Funding from donors, or strong links with a Council can prompt questions about relationships and potentially undermine perceptions of independence. A strong mission and independent action will reinforce the distinct identity of schemes.