Culture: The Cause or Cure During Times of Hostility 

The UK charity sector has long been a symbol of strength, compassion and resilience. But, as domestic pressures rise and public hostility becomes more visible, its strength and stability are beginning to falter. Recent reports from the Charity Commission highlight concerning trends: charity workers have been verbally and physically abused on the streets, offices have been vandalised, and some volunteers have even received death threats. These attacks have impacted a vast variety of charities, including those working to support vulnerable women, refugees, asylum seekers and people experiencing homelessness. 

Charities, once widely respected, are now facing intimidation and aggression. How they respond to this cultural shift will determine not only their ability to operate but also the wellbeing of their staff, volunteers and the communities they serve. 

Culture and Crisis Risks 

As cracks begin to show in the sector’s once-strong cultural façade, decisive action is needed to restore stakeholder confidence and organisational resilience. While external cultural issues may be the cause of many current challenges, internal cultural strength can also be the solution. Currently, however, the following factors are weakening charities’ internal cultures, resulting in further confusion and upset during already turbulent times: 

• A loss of values: There is a risk during cultural crises that the mission and values so integral to a charity’s work may be lost. Ensuring ethos stays at the heart of all decisions and communications is key to maintaining a strong internal culture.   

• Poor communications: Feeling blindsided can result in charity leaders making rash decisions and communicating poorly with key stakeholders. Preparing communications in advance of a possible crisis reduces this risk and protects internal culture during times of strain.  

• Internal tensions: Ensuring a disjuncture does not emerge between volunteers and leaders is vital if affected charities are to maintain harmonious internal atmospheres, in which all volunteers, staff and beneficiaries feel valued.  

• A culture of fear: Staff and volunteers have reported feeling afraid to even walk to work as a result of recent charity attacks. Providing accessible, visible support will be vital to maintaining morale and volunteer continuity. 

The Importance of Good Governance During Times of Cultural Turbulence  

Recent findings from the National Council for Voluntary Organisations’ (NCVO) reveal that only one in five charities regularly reviews its internal culture and behaviours. Staff were consistently less positive than trustees about governance, highlighting a disconnect between leadership perceptions and frontline experiences. Crucially, the lowest rated area by both staff and trustees was equality, diversity and inclusion (EDI), highlighting a concerning cultural gap that suggests that charities are failing to promote and prioritise all individuals equally. Should external cultural issues grow, this internal shortcoming may be a serious crisis risk.  

To address these issues, charity leaders should: 

• Ensure communications are clear, appropriate and inclusive 

• Publicise the channels through which staff and volunteers can share concerns 

• Engage with local leaders to stay connected to the day-to-day community context 

• Acknowledge current challenges and proactively provide practical support and guidance 

Conclusion 

The charity sector is navigating unprecedented hostility. But a strong internal culture, underpinned by a charity’s core values and purpose, remains one of the best defences. By strengthening governance, addressing cultural gaps and managing risks proactively, charities can remain resilient to even the most challenging of external pressures.