The Idea

What does it mean?

Keeping it simple is surprisingly hard.  It's about making sure that everyone involved in the organisation is what they are supposed to do and only that.

Why do we need to think about this?

Charities should be a finely oiled machine.  Every 'cog' needs to do its bit, otherwise, the machine doesn't work.  It's also about reassuring the people that access your service and commissioners that your governance is the best it can be.

How could we do this?

Think about what you are doing at the moment.  Does it help meet your aims?  Is it useful? Is it making a difference to the people that access your service?

Honestly? Prove it!

Sometimes we can get so caught up in a habit we have created that we lose our way and mission drift.

In practice

Here are some things to think about when trying to deliver simplicity and clarity.  It includes roles, attitudes and practises.

People on the ground

Groups utilise volunteers or employ staff to carry out the tasks needed to fulfil the mission.  The time spent by these people is usually greater than that of the board.  They can sometimes influence direction but generally do not take part in the decision-making.

It is the role of this group is to deliver the mission following the strategic plan created by the board.

Committee/Board

Committees are made of volunteers that have a small time commitment (usually quarterly meetings) that decide on the direction of the organisation, provide support to the leader and ensure the team is staying on mission.

The board is not to deliver any services or participate in any activities, workstreams or projects that the organisation is delivering.

The board is to be separate and objective.

Paperwork

One way to reduce risk and ensure that the organisation runs effectively is to reduce the complexity and amount of paperwork involved.  Use straightforward language that cannot be misinterpreted.  Measure the impact, don’t hypothesise a result, and follow the mission by providing services that correlate directly to the objects.

Ensure that decisions are minuted.

Influences

Keeping activities consistent, simple and attached to your mission means that you can build a strong reputation and manage your people well as everyone knows what is going on.

Many places, situations and organisations may try and tempt you to stray.  Can you think of what things could influence your operations?

Motives

Motives for staff are slightly more easy to read, they do tasks in exchange for money.  It is sometimes more difficult for a board to work out why they are there.  It is often useful for the board to reflect on their personal motives.

If it isn’t to further the cause and support the service user then there it is worth asking yourself if you are in the right place.