A turning point for the Barrow & District Disability Association

The challenge

The Barrow and District Disability Association operates in an area marked by high deprivation and complex disability challenges, providing vital support to local residents.

For over 43 years, the organisation has been led as a community-focused charity by its founder and a dedicated Board of Trustees. Last year, they provided support to 1,375 people, and since 2011, has helped secure an estimated £23 million in benefits awards for local people, bringing significant value back into the community.

However, with changes in local context and key leaders approaching retirement, it faced sustainability risks as it lacked the formal management structures and succession plans that would enable it to grow.

Support from the Foundation

The charity received £75,000 from the Foundation spread over three years. But in many ways the development support it received was more valuable than the grant itself.

During an early conversation, the Foundation’s representative quickly identified the charity’s underlying structural challenges and worked with the organisation on succession planning solutions that worked for the existing board and founder. This unlocked long-standing organisational barriers and created space for genuine change.

The results

Supporting critical transitions

The Foundation’s involvement enabled several key developments: 

• Leadership transition: A new CEO was recruited to lead day-today management, while the Founder assumed a President role that better suited her circumstances and allowed her to remain involved. This change was handled with sensitivity, ensuring continuity while creating sustainable leadership arrangements.
• Governance reform: With the support of Foundation-funded consultancy, the organisation is in the process of transitioning to Charitable Incorporated Organisation (CIO) status. New trustees were recruited, and governance structures were professionalised to strengthen oversight and strategic decision-making.
• Strategic development: The charity developed its first formal fundraising strategy, moving away from ad hoc activities to a more structured and sustainable approach.
• Organisational confidence: Perhaps most significantly, the Foundation’s support helped build organisational confidence. The CEO reflected: “We recognise that what we deliver is good, and we’re now more confident and prepared to say so.”

System change and partnership strategy

The Foundation’s investment strengthened Barrow and District Disability Association’s capacity and extended its reach within the community. As a result, the charity has been able to:

• Secure more than £150,000 in additional funding from a range of new sources.
• Expand their range of social activities, engaging 170 people in 18 months, with 45 becoming active volunteers.
• Develop new community engagement approaches, including WhatsApp groups that keep participants connected between sessions. 
• Build stronger partnerships with local authorities and health services. This has enhanced the organisation’s influence over local decision-making processes and community planning, supported collaborative working around people’s needs and indirectly contributed to new sources of income.