Reflecting on 2024: The Pressures of Management in Small to Medium-Sized Charities

As 2024 comes to a close, it’s clear that the UK charity sector has faced a year of significant challenges, particularly for those managing small to medium-sized charities. Amid a cost-of-living crisis, funding pressures, and growing demand for services, leaders have had to navigate an increasingly complex landscape.

The pressures of management in 2024 have been defined by the need to do more with less. For many, budgets have tightened, and resources have become scarcer, yet the demand for support has only grown. Charity managers have found themselves stretched thin, juggling multiple hats to keep their organisations afloat. From financial oversight and strategic planning to direct service delivery and fundraising, the scope of their responsibilities has often felt overwhelming.

Compounding these challenges is the lack of formal management training that many leaders in small to medium-sized charities face. Most individuals in these roles have risen through the ranks due to their passion and dedication to the cause, rather than their background in management. As a result, they often lack the skills and experience necessary to handle the complexities of leadership effectively. This gap has led to significant personal strain, with many managers struggling to make critical decisions, support their teams, and meet organisational goals, all while feeling unequipped to manage these demands. The negative impacts on their well-being and performance have been profound, further exacerbating the pressures on the sector.

One of the most significant stressors has been the challenge of supporting teams through these difficult times. With staff retention an ongoing issue—fueled by burnout, a competitive job market, and limited capacity to offer higher salaries—managers have had to prioritise staff well-being while ensuring the continuation of vital services. The result has been a balancing act between operational survival and maintaining morale in an uncertain climate.

Yet, amidst these pressures, the sector’s adaptability has shone through. Leaders have leaned into innovative practices, forging collaborations, exploring digital transformation, and diversifying funding streams. While the year has been tough, it has also demonstrated the sector’s incredible resourcefulness and determination.
 

Looking Ahead to 2025: A Testament to Resilience

As we turn our attention to 2025, one thing is certain: the UK charity sector will continue to be a cornerstone of societal support, underscored by its resilience. If 2024 was a year of weathering storms, 2025 holds the promise of rebuilding, adapting, and thriving in new ways.

Resilience will remain a defining characteristic of the sector, bolstered by lessons learned over the past year. Many organisations have emerged stronger, with a clearer understanding of their priorities and a renewed commitment to their missions. The importance of community-led initiatives and local partnerships is likely to grow, as charities recognise the power of grassroots collaboration to drive meaningful change.

Technology will also play a pivotal role. Having seen the benefits of digital tools in enhancing service delivery and donor engagement, charities will likely continue to innovate in this space. From virtual fundraising events to AI-driven operational efficiencies, the sector is poised to embrace tech solutions that make a tangible impact.

Crucially, the focus on diversity, equity, and inclusion (DEI) will gain even greater momentum. Charities have long been at the forefront of advocating for social justice, and 2025 presents an opportunity to deepen their commitment to DEI within their own structures. By developing inclusive cultures and ensuring representation at all levels, the sector can set a powerful example for the wider society.

While challenges undoubtedly lie ahead—from navigating continued economic uncertainty to addressing the climate crisis—the sector’s resilience offers a beacon of hope. The leaders and teams who have persevered through 2024’s pressures are well-positioned to drive forward a more robust and innovative charity landscape in 2025.
 

Final Thoughts

The past year has shown us the immense strength and dedication of those working in the UK charity sector. As we move into 2025, those in the sector will carry forward the lessons of resilience, adaptability, and community, building on the foundation of hard work laid in 2024. With a tried and tested group, we can ensure that the sector not only survives but thrives, continuing to be a force for good in an ever-changing world.

 

Stuart Milliner