As BPNW seems increasingly boxed in, with low income, top heavy senior salary costs and wronged service users now in their frustration at its mismanagement peaceably giving a public voice to their maltreatment, it is probably time to take stock. It’s a new month after all, and Spring is in the air.
Rather like cornered animals it is a concern that those in control and responsible for BPNW’s failings may choose to lash out - perhaps attempting to, for example, deflect responsibility or redirect guilt (thereby compromising confidentialities that the charity supposedly champions).
This blog too has, in frustration at inaction by those responsible and those in outside bodies, become more (arguably overly) strident – its use of language has at times been ‘colourful’ – and apologies are offered to any readers so offended. In standing up to abuse and mismanagement and/or maladministration, irritation can occasionally drive argument.
In the header to this blog Oscar Wilde states, “
Charity creates a multitude of sins”. So here is a listing of ‘the seven charitable sins’ each explained in hopefully temperate language.
They apply as a yardstick for the corporate governance and the ethical health of any charity:
1) CONCEALED ABUSEWhere a charity provides for those who are victims of prejudice and discrimination there is a clear and omnipresent danger that abuse can occur within that organisation. This is particularly easy to envision where one or more individuals in positions of power act individually or collude to commit abuses.
Such is the anxiety on the part of most ‘abusees’ that, because of their fear of stigma and discrimination in the wider world, they will either never come forward or at least wait until a long time has passed such that authorities are less predisposed to believe any incident(s) of abuse that occurred.
In such an organisation, where malevolence or misanthropy is present, the atmosphere is ripe for abuse.
2) INAPPROPRIATE CONTROLSThere seems to be an unfortunate universal belief that as charity is ‘a good thing’ then, “All charities are good”. This dangerous principle gives rise to the evolution of control measures and inspection criteria that are inappropriate for those charities that are mismanaged and/or commit abuses. It isn’t that the Charity Commission is a poor regulator
per se: it does seem to be a good regulator for ‘good charities’, ie the majority, but a poor regulator for ‘bad charities’, ie the minority.
The result of this appears to be that a ‘bad charity’ is allowed to persist in its ‘badness’ far longer than if control mechanisms and remedies were in place to effectively deal with its transgressions.
3) MISDIRECTED STRATEGYAn unfortunate and often inevitable result of some charities’ ’representing’ the stigmatised whom they allegedly champion is that any strategy may be misdirected or absent altogether.
It is a concern that such organisations often treat those they represent as ‘victims’ and then patronisingly attempt to ‘empower’ them. This is particularly a risk where ‘victims’ have a condition such as HIV and are denied a voice through the paternalism (or ‘maternalism’ for any overtly pc-readers) of those who have been chosen, often undemocratically, to represent them – frequently not being HIV+ themselves these individuals can only sympathise at best: they cannot empathise.
4) LIBERAL FASCISMIn an excellent book,
reviewed in this week’s The Spectator (issue 28/02/09 at p 18),
Liberal Fascism by Jonah Goldberg it is argued that “they’re
[the liberal fascists] always so convinced of their moral self-righteousness that they never feel the need to analyse their position too deeply.”
And that’s the crux of our problem. Alluding the behaviour of BPNW’s CEO to that of a dictator is precisely that - an allusion. It appears alarmingly to be the case that its Chief Executive is so utterly convinced of her moral self-righteousness and direction that anyone could be trampled on in the rush forward to attain her goals. Underneath a brusque exterior there may well be a genuine caring individual wishing to do good but it is worrying that this seems subverted by other issues and personality traits.
It is also patronising (matronising?) in the extreme to assume that groups of ‘clients’, that an organisation has hived off into separate ‘communities’, are incapable of, or at least discouraged from, freely mixing. Such segregation has more in common with fascist ideology than the instigators of it would wish to admit. This may worryingly be a function of a broader politically-correct nanny state – its attitude to those who eat burgers and smoke is uncomfortably close to the Hitler Youth manual stating, “Food is not a private matter!” “You have a duty to be healthy.” In other words – “There, there, we know best.”
A further consequence is the entrapment of patrons. Celebrities and others often wish to associate with good causes and they are to be admired for doing so. Unfortunately, where a charity is badly run their association with it becomes inexorably tainted. The likes of Lloyd George and Neville Chamberlain visited Nazi Germany seeking to do good in the 1930s: history has not judged them kindly for these ‘honourable mistakes’.
5) SELF AGGRANDISEMENTThere appears little or no need for the grandiose and well- (even over-) paid position of Chief Executive Officer in a small charity. This is excellently argued in a pre-Christmas article in
The Times by Libby Purves that "Charities must get back to doing good works".
A good Centre Manager or General Manager is required rather than an inflated position occupied by one with possibly an even more inflated ego. Much work assumed by a ‘Chief Executive’ should be delegated to capable volunteers or other less costly and more committed individuals. With regard to our charity - believe it or not there are many bright and capable souls living with HIV.
There is also an associated heavy financial cost to bear with having pompous and unnecessary trappings imported from the private sector.
6) GREED Such a CEO position not only overly centralises authority in one person but it is extremely effective at bleeding the organisation of its funds.
Besides the risk of overpaying for an inappropriately centralising and dominating post, there is also the danger of associated and expected trappings such as ‘discretionary spending limits’, ‘expense accounts’ etc. These place an unnecessary burden on a possibly struggling charitable organisation and thereby deflect funds from needy uses.
7) FAVOURITISM Along with the danger and expense of unnecessary centralisation of power within an organisation dedicated to alleviating the plight of the disadvantaged come the inherent risks of nepotism and cronyism.
The risks of employing relatives, friends or acquaintances or using their services on a paid (or even unpaid) basis subverts fairness and openness.
For our charity, that a mother is Chief Executive and her daughter is in the, now remunerated, position of Volunteer Co-ordinator is likely more than coincidental: that an ‘outside consultant’, who amongst other matters co-wrote part of a book with the Chief Executive, is used by the Board should sound alarm bells.
Positions at any charity should be open to all on a fair and equal basis. If any bias is legally and ethically permissible it should be towards those whom the charity champions.
Labels: abusiveness, appalling finances, bullying, Chief Executive, confidentiality, cronyism, greed, inappropriate behaviour, intolerance, misuse of funds, political correctness, Trustees