When I left university, I knew I wanted to be in a role where I could deliver social purpose, being part of something bigger than the growth of the bottom line.
I began in a temporary role at a local authority, where I was introduced to several charity partners through the work I was doing on a consortium funding bid. After just a few months, I was seconded to one of the charity partners. It wasn’t meant to be a long-term role, but here I am, more than 25 years later still working for the charity sector.
In 2016, my career took me from the UK back to the Channel Islands as the Executive Director for Lloyds Bank Foundation for the Channel Islands. For more than seven years, I’ve had the privilege of working with and supporting inspiring charities across the Channel Islands who deliver vital services to the islands’ communities. For me, what has been invaluable has been working alongside a dedicated board, all of whom – past and present – generously give their time and energy voluntarily to make a positive difference in the islands.
Change in the sector
Of course, the sector – looking primarily at small and medium sized charities – has changed since I began my career; both in the breadth of essential services delivered, and the overall professionalism.
In recent years, the pandemic and the cost-of-living crisis put the sector under strain overnight and is still recovering from the impact of both events. Charities are still, and will likely for the foreseeable future, managing the fall out with greater numbers of clients and more complex cases of multiple disadvantages requiring support over longer periods. The sector understood the needs of those around them and responded, in the ways that it could, with agility and adaptability.
However, during COVID-19, the sector really stepped up to the plate, pretty much overnight. Even when, due to restrictions, it couldn’t support its clients with their usual service delivery, they kept in contact with the people, providing practical and emotional support to help keep them safe and well.
But what is it, at the core of charity, that enables so many of them to respond with such attentiveness and empathy, even in the most difficult of times?
The power of lived experience
I would say it’s the diversity of experience – and increasingly lived experience – that is embedded into the running of charity. Those with lived experience have first-hand understanding of what the people they’re supporting are going through; in some shape or form they’ve also managed the same challenges and emotions either directly or indirectly. Throughout COVID-19, they understood the crucial need to have a support system around you that could help you through the most challenging days.
It’s not just the service users who benefit from working with people with lived experience. For those who have been through challenges, supporting others through their own journey can be validating. Their voice, their experience, and their expertise matter. They’re valued, they’re accepted and respected.
Of course, lived experience isn’t the only element of diversity that charities could, and should, focus on when running a charity and delivering services. As with any other sector, creating a culture of inclusivity, having a range of voices and experiences, particularly from under-represented groups, can only strengthen and enhance your organisation.
One overlooked area of diversity within all sectors is social mobility. So many industries are still very stuck on the idea of candidates needing to be ‘well-educated’ but, of course, there are so many more experiences that make someone brilliant at what they do other than a three-year stint at university. There are people who haven’t had the same access to opportunities early in life that could be the next leader of your charity, organisation, or business.
It’s up to leaders to create a culture that is accepting and welcoming of different experiences. Acceptance must be embedded into a culture; and that starts from the top. That’s why we’ve recently launched a new nine-month programme which explores lived experience leadership for the charity sector.
Lloyds Bank Foundation offers more than money
As an independent charitable foundation, we want to offer more to the Islands than just funding. With the invaluable support of Lloyds Banking Group (LBG), our sole funder, for the past 38 years we’ve been able to distribute more than £22m. But our unique strategic partnership with LBG means we’re able to offer so much more than funding. Developmental support including bank colleagues mentoring charity leaders, and training, such as the upcoming lived experience leadership, are prime examples.
Thanks to LBG, we are in a strong position to respond to the changing needs of charities across all issues including domestic violence, homelessness, addiction and recovery, mental health, and disability, and provide valued expertise. All this will support the recovery and growth of the sector over the coming years.
I feel incredibly lucky to be working in the charity sector. Not only am I able to fulfil my own ambitions of working in a job where I make a positive impact, but I work alongside so many inspirational individuals that drive my professional and personal growth. The sector has had a difficult number of years, but I look forward to working with the board, Lloyds Banking Group, and other key funding organisations to support our charity partners across the Channel Islands, helping them to recover and thrive.
Alasdair Gardner, Islands Director, Lloyds Bank International, said: “Lloyds Bank Foundation is a key support mechanism for local charities, providing £22m in the past 37 years. Jo’s exceptional work leading the Foundation is testament to the level of engagement with the sector. I am delighted to be a Trustee of the Foundation and value seeing the positive impact the Foundation provides through funding and developmental support. In particular the collaboration with Lloyds Bank International colleagues through fundraising, volunteering and mentoring to support charities’ organisational development.”
Jersey Evening Post Interview of Jo Le Poidevin, Executive Director, Lloyds Bank Foundation for the Channel Islands