Related
The big numbers
3
Building blocks for funders
£33-£42bn
Cost to employers because of poor mental health in the workforce
8
Examples of funder best practice
Community-facing organisations have been reporting back to funders that increased pressure, complexity and demand is leading to concerns about the resilience of their staff and volunteers. These concerns cut across funding themes. London Funders has been exploring how funders can work both individually and collectively to ensure paid staff and volunteers working in community-facing organisations can build their resilience.
Charity sector staff are particularly susceptible to burnout because of the combination of scarce resources, high need clients and expectations of sacrificial behaviour
Our definition of resilience goes beyond having good mental health. It is also about the flexibility that the workforce has to adapt and respond to the people they are engaging with. Furthermore, it is about a working environment where staff and volunteers are encouraged to share and learn and are optimistic about their capacity to effect change.
Underpinning this report are three key principles for funders:
- Understand: that people delivering the work we fund (may) need support too, and that investment in their resilience should be acknowledged in our funding programmes.
- Consider: what are the additional implications for workforce support of services being designed or delivered by people with lived experience?
- Recognise: what good looks like, working with specialist infrastructure organisations to establish good practice or professional qualifications in the type of work that you fund.
Click here for the full report.