106 Approaches to HRM and L&D fundraising activities and service delivery'. Sargeant (2005) observed that HRM specialist skills at board level in non-profit organizations are often under-represented or non-existent, dwarfed by the more urgent priorities associated strategically with the demands of resource attraction (fundrais- ing and marketing) and resource allocation (service provision, campaigning and education). Research conducted by Brewster and Lee (2006a) in NGOs found that HR issues were frequently overlooked in favour of campaigning pro- grammes, with HR specialists ­ where they existed ­ rarely represented at senior levels. As Brewster and Lee (2006b: 44) commented: `The success of NGOs hinges on their people ­ but HR is neglected in the sector.' They also found that HR usually had no place on trustee boards and pointed out that the HRM function is often characterized as: a supporting rather than a leading function when viewed in terms of its contribution towards mission achievement; an administrative function that is predominately reactive to the decisions of others, not proactive in its own right; being emasculated by comparison with staff and budget resource allocated to other functions (ie service delivery, income generation etc);