06 November 2024
Diana Clarke
“We need really deep transition architecture in order for us to be able to have effective organisations that can meet the moment.”
At Thirty Percy we are at the start of the second week of our current six week ‘sprint’. This is the third of four sprints we have planned. This time our focus is finding the behind-the-scenes changemakers who have the necessary back office skills but who also understand the challenges faced by movement leaders, activists and community organisations.
As part of our co-design, we invited those who identify as either changemakers, back office practitioners or both (recognising that our identities contain multitudes), to attend an online session, complete a survey or participate in a discussion over lunch at our Percy Street offices. This blog is reflecting on the in-person session, sharing a summary of the key insights that emerged.
What is back office support?
- Finance and Accounting – not just basic financial management but a deep understanding of non profit structures and needs
- Governance – crafting policies that reflect values and culture of an organisation
- Legal expertise – ensuring compliance whilst understanding complex landscapes that changemakers are navigating
- Radical Admin - the often overlooked or underappreciated skill sets within organisations
- And more - there are a diversity of roles and experience that can come under this banner: fundraising, facilitation support, mediation, IT, safeguarding, comms, freelance producers, union organisers etc.
Barriers faced when trying to access the right infrastructure support
“... need to be really informed with the current system so they should not leave us vulnerable to the gaps, part of the politics is keeping us safe, we are under deeper levels of scrutiny.”
- Challenge of finding individuals who have both the necessary expertise and skills but also embody the commitment to and understanding of the challenges faced by changemakers, community organisations and movements.
- The need for deep trust and understanding between infrastructure practitioners and those leading movements and organisations was highlighted as critical for effective support.
Holistic approach to support
- Importance of incorporating emotional and spiritual development into the infrastructure of an organisation in acknowledgement of the complex realities and trauma that can be faced by those in the field/on the frontline.
- Support that aims to create an environment where changemakers and movement organisations can not just survive, but thrive.
Philanthropy and Narrative Shifts
- Recognition for the need to reshape the funding landscape more broadly.
- Create models and templates that support sustainable practices, emphasising the importance of shifting narratives and to provide funding to support changemakers and movements to cultivate fertile ground for justice and liberation work.
Final thoughts
What emerged was that to create meaningful change that moves us all towards collective liberation, it’s important to invest in people who have the skills to cultivate sustainable and healthy organisations, navigate complex systems and who also deeply understand the interconnected crises and structures of oppression. The emphasis on holistic, values-aligned, and adaptable systems will be crucial in shaping the future of social, racial and environmental justice work.