Had a good week with work. Lots of serendipitous connecting things and people together means that we now have what we hope is a very realistic big funding opportunity in front of us, which will enable us to get started with our proposed new youth centre.

We also got accredited as a Living Wage employer via and thanks to the Young Ealing Foundation. Through that connection we got two hours of free business consultancy thanks to the often-maligned-by-me Ealing Council. I wasn’t expecting much from this, but it was absolutely incredible, such a fantastic consultant! Not only did she give some very honest, useful and practical advice to develop our vision for community transformation, she also put me in touch with a couple of potentially very useful contacts.

She said I very eloquently painted a moving picture of life in Southall with it’s rich tapestry of people and cultures, it’s unique mix of all faiths and none, and it’s wealth of community resilience, resistance and defiance in the face of very real challenges from the National Front and the Special Patrol Group in the 1970s and 1980s, deep-rooted socio-economic problems of poverty, deprivation and low pay, pulling together and surviving the COVID pandemic despite chronic overcrowding and few remote-working jobs, and fifteen years of austerity politics topped off with a cost-of-living crisis under successive ConDem, Tory and Labour-in-name-only right wing neoliberal governments, and the needs of our 16,000 young people currently served by just one youth centre and struggling with the everpresent threat of lack of work and education, drugs, offending and knife crime.

At one point she asked me what my job title is, and suggested I’m working way above my pay grade. Which was nice to hear. She described me as the driving force of our project. I suggested maybe I was more rudder than anchor. She said I’m the captain of the ship!

To be honest, I felt like I’d had ten years of successful therapy in the space of three days.

She also left me with my favourite phrase of the week rightly critiquing a section of text on our new website as “ecclesiastical gobbledegook”.

Over a year ago I did some refresher training in fundraising on “writing a successful fundraising application”, “winning grants from trusts and foundations”, and “developing a fundraising strategy”. All very useful and highlighted particular areas we the organisations I work with need to improve and do more work to meet funders’ minimum expectations. Nothing we couldn’t do, but it would need a shift in focus and energy, and some new people with specific skills and experiences on (the) board.

There’s no lack of vision, but one of the difficulties with this sort of thing generally in the charity and voluntary sector (in my experience) is that everyone is very busy doing the good work that needs to be done every day and week and month, which leaves very little time or headspace, if any, to work on how to bring the bigger picture to life, to make it happen.

Another difficulty for us has been that one of our key organisations is going through a difficult leadership transition, which effectively means they are out of the strategic picture, at least until that is resolved. That’s likely to be months if not longer.

This year I started fundraising efforts for new youth work. But rather than work on what it would take to make it happen, developing a case for support, and making sure we have all the building blocks of good governance in place, we excitedly jumped straight into finding out what money is out there and shooting off a few half-baked applications.

One thing that seems to have changed since my previous fundraising efforts fifteen years ago is that then it was difficult to get grants for continuing existing work - everyone wanted new projects. Now, it seems that funders all expect you to have a track record delivering the very work you want new funding for. I guess that’s what fifteen years of neoliberal austerity politics does!

Thankfully, now, we have agreed to work on developing our fundraising (and organisational) strategy and getting our own house in order before we start applying in earnest again. This will delay any new fundraising income for us, but that is offset by our current sole funder happily allowing us to repurpose money that was originally earmarked for different work to fund the initial youth work set up instead.