Knowledge Peers

Do organisational structures make a difference?

Christian Aid have recently caused a flurry of comment in my little world by announcing a new organisational structure that seems to abolish the fundraising function.  (You can read the original article here and Fundraising Detective’s comments here)

So OK, I’m biased. As a fundraising director I’m hardly likely to enthuse about a trend that might make the likes of me an endangered species (maybe that’s an idea for a WWF campaign, “adopt a fundraiser”). But it did prompt for me the wider question of what difference organisational structures make to the success of a charity.

New business landscapes are emerging for charities

As 2012 austerity drives begin and generating revenues becomes an acute challenge for charities, supporter acquisition, revenue streams and looking at trading in new ways are all going to be undoubtedly key themes for the coming year.

From the vantage point that Visceral Business has as change strategists and developers of social capital value, for charities and commercial organisations, we’re involved in creating new social engagement business models that eliminate the ‘for profit’ or ‘not for profit’ conundrum by simply being ‘beyond profit’. These ‘beyond profit’ user-led social business models can make a tremendous difference to charities as they reconcile the challenges ahead and seek to improve operational performance.

The Child’s i Foundation, for example, of which I’m privileged to also be a Trustee, has a cost of donor acquisition rate of 19%, compared to the average standard of around 30%. It uses retailing channels like Shopify to develop event experiences online that give supporters a real stake in the charity that enables them to see the charity as a work in progress, happening in front of their eyes.

Charities and Trading... A Conflict of Interests?

Money has been touted as the root of all evil since biblical times, whereas charitable acts have only ever been seen as undoubtedly good. Yet it is actually generating income that enables our charity, Leap Confronting Conflict, to do some of its most profound, life-changing work with young people caught up in chaotic lifestyles in prisons and gangs.

The joys of benchmarking

I can no longer deny it, I am a complete saddo. Because I like benchmarking. Give me a thick book of dense statistics on the fundraising programmes of different charities and I am very happy. At each of the organisations I have been fundraising director, one of the first things I have done (after finding money to invest in growth of course) has been to sign up the organisation to the Fundratios study or the Donorcentrics scheme or, if it’s WWF, both.

Funnily enough, each time I have left a charity, they have stopped participating in these studies. Which can only lead to one of two conclusions. Either I am completely mad or these organisations are missing out on something. Hmm, don’t answer that one...

Stand Up for the Youth of Today

I write often about giving our young people a chance whether through employment opportunities, mentoring and support or just by listening to them.

This resonates clearly with how I choose to volunteer, most notably as a Trustee for Centrepoint, a charity that works hard to give homeless young people a future. At Centrepoint we believe that through help and support young people can succeed. We provide opportunities like the Centrepoint Parliament which gives young people who have experienced homelessness the chance to have an influence within the charity itself and with national government to help others like them. It is the only body that gives homeless, young people, a voice.

Getting boards to understand the need to invest

I’ve been in the voluntary sector quite a while now, long enough to have seen certain issues come around again and again. One of the hardy perennials that charities still seem to agonise over is whether, and how much, to invest in fundraising and marketing.

Each time I have joined a new organisation as Fundraising Director, I have discussed with my trustees the issue of investment. It has been interesting to see how much attitudes differ on this subject between boards. I have some responses which question the need to spend any money at all promoting the organisation. “Isn’t this money we should be spending on the work?” as one charity’s board member asked me.

Cost Index

The Charity Commission has said that they are looking to develop a new index for the public to gauge whether a charity is spending the right amount on its charitable cause, but also said that any index won’t be perfect, but will be ‘good enough’.

21st Century Philanthropy - The importance of showing impact

As the UK economy recovers from one of the deepest worldwide recessions and steep cuts in government funding begin to bite, 160,000 registered charities as well as countless tiny community groups are trying their best to help the poor, sick, disabled, old, young and others, not to mention causes as wide as the planet itself.  Charities are having to compete for the donor pound against other discretionary spending – as well as each other. 

In exchange for making tough choices for their donations, donors are developing high expectations of their chosen charities, including the donations that charities should accept, as shown by the outcry over the Royal British Legion‘s decision to accept the proceeds of Tony Blair’s memoirs.  Donors increasingly want accountability. 

How are charities responding to this trend?  In a number of ways: