In Part B we outlined the key findings from the project, drawn from interviews with Local Development Partners and trustee participants, and from questionnaires and evaluation forms completed by participants. In Part C we offer some critical reflection on key issues in relation to improving the effectiveness of governance in small voluntary and community organisations. Our trustee interviewees suggested that those responsible for small organisations have to address difficult issues in relation to human and financial resources.
They may often have to deal with tricky ��?personality’ issues, at the same time struggling with the need to achieve recognition for the organisation’s. work and balancing the demands of the day to day with the long term, or the operational and strategic needs of the organisation. The liability of smallness’, and limited range BMT quantity surveyors reviews of people to fulfil key roles within the organisation, indicates that the demands on trustees of small organisations are markedly different from those of larger agencies. Trustees themselves suggested that they need, in broad terms, training, information on a whole range of issues, help with problem solving and opportunities to meet and share ideas with others with similar experiences.
This Study therefore highlights an ongoing need for support for the governance’ functions of small organisations, within the context of understanding ��?governance’ as the sum of authority over and accountability for the organisation 1 . It suggests that this support should not always be directed solely at trustees, but should look at governance more broadly and provide support both to paid staff (where employed) and trustees together in developing an effective governance role. Interviews with trustees, combined with analysis of questionnaires and evaluation forms, indicates a high degree of satisfaction with the model of support piloted in their particular area.
The interviews, as indicated above, also show trustees as having a whole range of ongoing needs which cannot be met by a one size fits all’ approach. Interviews with LDPs back up this view while all four felt that the model piloted in their area had had considerable merit, they all felt that it would be effective as one of a range of models used to support trustees rather than the sole model available.