Following on from our earlier blog “Charity is Dead, Long Live Socially Trading Organisations,” we’re revisiting a conversation that has struck a deep and powerful chord across the UK’s third sector. It begins with a raw and honest LinkedIn post by Sarah-Jane Pickering, and continues through a flood of responses that echo one undeniable truth: our sector is in crisis.
But it’s not just about the problems – it’s about how we begin to move forward, together.
The Exhaustion Is Real
Sarah-Jane’s words capture what many of us have been silently carrying:
“I am so tired… so much of my fury… has just turned to apathy and exhaustion.”
Funders overwhelmed. Communication poor. Leaders stretched to the brink. More closures, less transparency, and growing confusion about why no one is officially acknowledging the severity of what’s happening.
The response to this post was nothing short of a collective exhale. Fundraisers, frontline workers, and CEOs alike chimed in – not just with sympathy, but with shared experience. Many admitted to feeling like they were screaming into a void, battling imposter syndrome, or questioning their very place in the sector.
The “Omni-Crisis” We Can’t Ignore
The term “omni-crisis” was mentioned – five years of relentless social, economic, and operational pressure that have drained even the most passionate among us.
Let’s not mince words: the third sector is being asked to fill the gaps left by years of public service cuts, often without the tools, time, or support to do so effectively. Organisations are closing. Teams are shrinking. Those still standing are paddling furiously just to stay afloat.
And still – we are not seen.
A Tipping Point for Change?
Despite the grim picture, there is hope woven through the responses. Not in blind optimism, but in collective realism and the emergence of shared solutions.
Here are some of the ideas and themes that surfaced – ideas that align strongly with the principles we advocate at Partnering for Purpose:
1. Shared Infrastructure
Rather than each charity spending scarce funds on separate HR, IT, legal, and fundraising teams, we need to start exploring shared services models – common in education, increasingly talked about in health, and desperately needed in our sector.
Could we start thinking about ‘Charity Academies’ the way we do school trusts?
2. Meaningful Mergers and Partnerships
Competition for funding has long been a flaw in the sector’s design. It’s time we lean into collaboration over competition, especially where missions align. As Eastside People’s Good Merger Index highlights, there is movement in this space – but we need more of it, and faster.
3. Reclaiming Our Voice
The post and its comments make something else very clear: we must be louder, more strategic, and less apologetic. While the media obsesses over charity CEO salaries, thousands of jobs and vital services are quietly disappearing with barely a whisper. This has to change.
Practical Steps Forward
We’re not powerless. Here’s what we can start doing:
- Build or join local and regional collaboratives. Organisations like ours are actively working to connect small and medium-sized STOs to pool resources and amplify their impact.
- Push for funder reform. The National Lottery Heritage Fund was highlighted for its simplicity and structure – proof that better processes are possible. Let’s spotlight what works and advocate for its replication.
- Care for your people. Leaders and staff are running on empty. Taking breaks, offering mental health support, and creating space for collective problem-solving isn’t indulgence – it’s survival strategy.
Let’s Not Gaslight Ourselves
Perhaps the most heartbreaking part of this conversation was the sense that we’ve been gaslighting ourselves – convincing ourselves that things aren’t as bad as they feel, or that maybe it’s just us not coping well.
It’s not just you. You are not imagining this.
But in recognising this, we also give ourselves permission to think differently – and to act collectively.
In Solidarity and Strategy
This is not a time for silence, nor is it a time for burnout to win. It is, however, time to reimagine. To say clearly: what got us here will not get us there. And to begin building the infrastructure and alliances that will carry us – and the communities we serve – into a more resilient future.
We’re listening. We’re here. And we’re building something better.
Let’s talk. Let’s share. And let’s act.
If this blog resonates with you or your organisation, register your interest to collaborate with us at Partnering for Purpose CIC. Let’s do more than survive – let’s reshape the future, together.
With thanks to Sarah-Jane Pickering and all those who responded to her post.