A Week in the Life of Amy: How Development Trusts Look After Their Staff

Most small charities and development trusts are stretched. Limited budget. Big ambitions. Small teams doing massive work. When you’re in survival mode, it’s easy to ignore something important: looking after your own people.

But here’s the thing. If your staff are burned out and unhappy, everything else falls apart. Your work suffers. Your impact shrinks. People leave.

That’s why DTAS has a Wellbeing and Learning Officer. Amy does that job. She works with development trusts across Scotland on their wellbeing and culture challenges. She also works on DTAS’s own internal wellbeing, equity and diversity, and developing resources that help the sector. It’s all mixed together—some days member-focused, some days internal, some days both.

We asked her to walk through a typical week. Here’s what she does.

Monday: Understanding What’s Actually Happening

Amy’s back from holiday. First thing—she doesn’t dive into emails. Instead, she sits down and plans her whole month. What matters most? Where should she focus?

The morning goes into analysing DTAS’s staff survey. This is real work. People have answered questions about their jobs, their stress levels, whether they feel supported. There’s loads of detail in the responses.

It takes a few weeks to go through properly, Amy explains. There’s so much useful information, and we want to make sure we don’t miss anything.

If you don’t ask your staff how they’re doing, you won’t know they’re drowning. The survey tells DTAS what’s working and what isn’t.

Tuesday: Turning Numbers Into Decisions

Tuesday is about getting the survey report ready. Raw numbers are just numbers. The People, Wellbeing and EDI meeting is on Thursday—that’s where the real conversation happens.

Amy writes the report. She pulls out what matters. She explains what it all means in a way that makes sense. By Thursday, Amy and the Head of Central Support Services, Kay, will read it and talk about what DTAS should actually do about it.

Those recommendations then go to the Senior Staff Team, who decide what DTAS commits to.

She’s also working on DTAS’s Annual Review—the report we share with members. It shows what we’ve done, what we’ve learned, where we need to focus next. This stuff matters even if nobody’s watching.

Wednesday: Making Sure Everyone’s on the Same Page

Wednesday is meetings and coordination. One thing stands out: planning the relaunch of Come Dine with DTAS.

This is just staff getting together for a meal, outside of work meetings. Sounds simple. But it matters. When people connect informally, teams get stronger. People feel less alone. The whole organisation feels better.

Culture doesn’t happen by accident, Amy says. You have to actually create the space for it.

She also attends the Central Support Services (CSS) weekly team meeting. The internal wellbeing part of her role is relevant to that team, so she’s there to hear what they’re working on and how it connects to the wider organisation. It’s about making sure everyone working on different parts of the organisation—member support, central services, wellbeing—is talking to each other. That Amy isn’t working in a bubble. That the efforts join up.

Thursday: In the Office

Thursday, Amy’s in the office. Deliberately. Working from home is fine most of the time. But sometimes you need to be in the same room as people.

She has a team meeting with Member Support colleagues spread across Scotland—some in the office, some joining in remotely. It’s a hybrid meeting where people share what they’ve been working on with members. What challenges they’re seeing. How things are moving forward.

One-to-one with Errin, Head of Member Support. Real conversation about where Amy’s role is going. What DTAS should focus on next.

In the afternoon, Amy and Kay plan the year ahead. They look at what worked last year. They look at what the staff survey says. They decide what to focus on. The table gets covered in post-it notes—ideas, priorities, themes. It’s messy and visual and it works. There’s something motivating about it, Amy says. About seeing everything laid out. About making decisions together. About knowing that what you’re doing actually matters and will shape how the organisation moves forward.

This is invisible work. No one sees it. But it’s where real change happens.

Friday: Talking to Other Organisations

Friday’s about the Funders Plus Forum. That’s a group of funders and support organisations that work together to understand what is happening for grantees across Scotland’s third sector.

This quarter they’re asking: do charities struggle with staff wellbeing? And if they do, what could the sector do together about it?

Amy’s preparing for that conversation. She’s got data. She’s got evidence. She’s ready to say: yes, this is a real problem. Here’s what we’re seeing.

What Amy’s Week Shows

If you just skim Amy’s calendar, it looks like meetings and reports. But there’s something underneath.

She listens to what DTAS staff are telling her through the survey. She takes that information to the People, Wellbeing and EDI meeting on Thursday, where actions are suggested. She makes sure different parts of the organisation are talking to each other. She feeds what she’s learning into bigger conversations with other funders.

That’s what looking after your organisation actually looks like.

Most development trusts know they should care about their staff. But many don’t know how to start. They don’t have data. They don’t have a plan. They’re not sure if their problems are unique or if other organisations struggle the same way.

That’s where DTAS comes in.

Why This Actually Matters

This is obvious but easy to forget: if your staff are exhausted and unhappy, your work gets worse. Your impact shrinks. People leave. You have to start over again with new people.

The evidence is clear. Organisations with happy, supported staff do better. They keep people longer. The work is better quality.

Yet most development trusts treat wellbeing like a nice extra. A wellness app. A team away day. Not as something central to how they run.

Real wellbeing isn’t like that. It means asking your staff how they’re doing. Listening to what they tell you. Making changes based on what you hear. Doing it consistently, not just once.

Three Things Amy’s Week Shows

1. Ask before you fix. Amy spends weeks going through the survey properly because you need to understand what’s actually happening before you decide what to do. Guessing doesn’t work.
2. Leadership has to be on board. If the people at the top don’t care, nothing changes. The meetings and planning sessions Amy does are about making sure leaders understand the problem and commit to solving it.
3. Culture needs real investment. Things like Come Dine with DTAS aren’t fluffy extras. They’re how people connect. They’re how organisations get stronger. But they don’t happen by themselves. Someone has to make them happen.

How to Start

If you work in a development trust and you’re thinking about this, here’s what matters:

Ask your staff how they’re doing. Really ask. Listen to what they say. Make at least one change based on what you hear. Keep doing it.

Get your leadership team in a room. Talk about what matters to you. Make actual decisions about how you’ll look after your people.

Create space for connection. Informal stuff. Not more meetings.

That’s it. You don’t need a massive budget. You need intention and consistency.

Ready to Build Better Organisational Wellbeing?

If this resonates with you—if you know your development trust needs to focus on staff wellbeing and culture but you’re not sure where to start—DTAS is here to help.

Our Member Support team works directly with development trusts across Scotland. We can help you understand where your organisation stands, develop a realistic plan, and support you through the change.

Whether you’re already a DTAS member looking to deepen your engagement with our wellbeing work, or you’re interested in becoming a member and accessing our full range of support services, we’re here.

Learn more about DTAS Member Support | Find out about DTAS membership

Scottish funders unite to improve support beyond grants

At DTAS, we know that grant funding is most effective when accompanied by the right support. Financial investment alone is not always enough to help organisations thrive in a challenging and fast-changing environment. That’s why we’ve created the Funders Plus Forum — a collaboration between funders to share knowledge, generate insight and identify practical ways to strengthen support for grantholders.

The Forum’s goals stemmed from learnings from our Recovery and Resilience Programme, which showed the need for DTAS members to help gain stability and future-proof their operations.

Understanding the need for this type of support beyond DTAS members, we established The Forum in partnership with the National Lottery Community Fund, The Robertson Trust and the William Grant Foundation; Inspiring Scotland has also recently joined. The first meeting took place in September 2025, and we will continue to meet quarterly.

Reflecting on feedback from grantholders and pressures facing the sector, Lorna Wallace, Funding Officer at Robertson Trust said:

“The funding sector is under immense pressure, facing growing demand for services alongside continued funding cuts. For some time, grantholders have told us they want funders to work more collaboratively, to reduce duplication and ease administrative burdens. The Forum is playing a vital role in responding to that call, enabling us to share knowledge and strengthen our collective approach so we can provide more effective, confident support. At a time of increasing strain, it is more important than ever that we work together to build a strong, resilient third sector.”

Each Forum member brings its own approach to supporting grantholders, shaped by different programmes, priorities and areas of focus. What unites us is a shared commitment to a Funders Plus approach: going beyond financial support to offer additional resources such as mentoring, peer learning and strategic advice to strengthen organisational resilience.

By sharing knowledge between us, Forum members will reduce duplication and improve coordination of support; we will actively signpost shared grantholders to other support available through members where relevant. We will also share information about nonfinancial support offers, to help organisations build long-term resilience.

Through the Forum, we’re working together to:

• Reduce duplication of services across Scotland and improve efficiency.
• Identify common issues affecting the funding landscape.
• Explore opportunities to scale up our support.
• Improve processes for organisations managing grant funding.
• Promote effective funding practice and share learning.

Mhairi Reid, Knowledge and Insights Manager at William Grant Foundation, added:

“The Forum is a space where funders can learn openly together about how best to support organisations and their people beyond the grant. Our collective effort matters – it means clearer signposting, less duplication and support that’s genuinely shaped around what grantees have told us they need to strengthen and thrive.”

Although still in its early stages, the Funders Plus Forum reflects a growing commitment among funders to work more collaboratively and thoughtfully. We believe aligning our efforts and taking a collective approach has the potential to strengthen the wider ecosystem of grantholder support across Scotland.

 At DTAS, we welcome this shared commitment to collaboration and look forward to seeing how the Forum’s learning will inform and improve funding practice – ultimately supporting stronger, more resilient organisations and communities.

A new report reveals a disconnect between the work Development Trusts are doing and the recognition they receive for it

Development Trusts across Scotland are quietly delivering Community Learning and Development (CLD) work—they don’t always realise it. The findings from the research done by the Development Trusts Association Scotland (DTAS) and CLD Standards Council Scotland, which surveyed 59 DTAS members to understand how they engage with CLD.

The Numbers Tell a Story

The findings reveal both the scale of unrecognised work and the desire for change:

• 52% of Development Trusts are already running CLD activities, even without labelling them as such
• 92% feel their CLD work doesn’t get the recognition it deserves
• 78% hadn’t heard of the CLD Standards Council before this survey
• Just 5% have staff registered with the CLD Standards Council
• No DTAS members currently hold the CLD Standard Mark

When projected across DTAS’s full membership, this suggests around 52% Development Trusts are delivering CLD work, with roughly 93% wanting better recognition for their efforts.

What’s Actually Happening on the Ground

The disconnect isn’t about a lack of activity—it’s about recognition and connection. Development Trusts are running digital skills workshops, youth volunteering programmes, community-led planning initiatives, and managing local assets for public benefit. These activities align with CLD’s three core areas: adult learning, youth work, and community development.

For example, The Langholm Initiative’s Tarras Valley project, which focuses on outdoor youth education through leadership and confidence-building programmes, is clearly labelled as youth work and is recognised as such. Or Appin Community Development Trust, which operates community transport and care services that support adult learning and community development, though they don’t currently classify these as CLD activities.

The Third Sector Recognition Gap

Perhaps most telling is that 92% of respondents believe their CLD work should be better recognised. As one Trust put it: “Development Trusts are filling the void left by shrinking local authority CLD services. That contribution should be visible.”

This isn’t just about validation—it’s about ensuring the third sector gets proper recognition for its role in delivering CLD across Scotland. When community organisations can’t articulate their CLD impact, this can lead to challenges with:

• Securing funding
• Policy development
• Partnership opportunities
• Professional development

How Development Trusts Can Start Getting Recognition

Step 1: Look at Your Work Through a CLD Lens

Many Development Trusts are already delivering CLD without realising it:

• Digital literacy programmes
• Employability training
• Youth development activities
• Community capacity building
• Asset-based community development
• Family learning initiatives

Step 2: Learn the Language

Start using Community Learning and Development terminology when describing your work. This helps funders and partners recognise your contribution to Scotland’s CLD landscape.

Step 3: Connect with CLD Professionals

Reach out to your local authority CLD team and the CLD Standards Council. These should be natural partners in strengthening community learning across your local area.

Step 4: Document Your Impact

Begin measuring learning outcomes, not just activities:

• How many people gained new skills?
• What confidence changes occurred?
• Which community assets were strengthened?

Step 5: Explore Formal Recognition

Consider CLD Standards Council membership for relevant staff and investigate the CLD Standards Mark for your organisation. This formal recognition opens doors to new opportunities for individuals, but also for your local community.

What Others Could Do

For Funders and Policymakers:

• Include third sector organisations in CLD mapping and planning
• Ensure funding criteria acknowledge the full range of CLD providers
• Support professional development for community sector practitioners

For CLD Professionals:

• Reach out to Development Trusts in your area
• Share resources and expertise to strengthen community-led CLD work
• Advocate for third sector inclusion in formal CLD networks

Voices from the Sector

The research captured reflections from Trust representatives about the current situation:

“Most Trusts deliver CLD work without labelling it as such. DTAS could help by identifying these efforts and promoting them collectively.”

“The sector lacks cohesion. Many Trusts don’t view CLD as part of their mission, and the gap between statutory and community-led CLD leads to inefficiency. We need better alignment.”

One CLD-qualified Trust manager noted: “I’m working to help our staff recognise the CLD aspects of their work, though it’s an ongoing process.”

Frequently Asked Questions

Q: How do I know if my Development Trust is doing CLD work?

If you’re running skills training, youth programmes, or community development activities that help people learn and grow, you’re likely doing CLD work. The three core areas are adult learning, youth work, and community development.

Q: What are the benefits of formal CLD recognition?

Access to new funding streams, professional development opportunities, stronger partnerships with statutory providers, and increased credibility with funders and policymakers.

Q: Do we need CLD qualifications to do this work?

Not necessarily, but formal qualifications help with recognition and can improve practice. Many excellent CLD practitioners develop expertise through experience and professional development.

What Happens Next

The overwhelming consensus for greater recognition creates a clear need for action. DTAS and the CLD Standards Council have started to develop a roadmap for strengthening engagement with Development Trusts and developing practical guidance for gaining recognition for the work they’re already doing.

The message from the sector is clear: it’s time to bring Development Trusts’ CLD work out of the shadows and give it the recognition and support it deserves.

As one respondent summarised: “Recognising our CLD work might help secure core funding, especially as local authority CLD services decline.”

The research shows that Development Trusts aren’t just willing partners in Scotland’s CLD landscape—they’re already essential players delivering Community Learning and Development across communities nationwide.

Read the full “Community Learning and Development (CLD) in Development Trusts” research report for detailed findings and recommendations.