A certain man was going from Chelsea to Westminster, and he fell among muggers, who beat him up and left him half dead. By chance, Larry, a well-to-do businessman, was going the same way. He was so distressed by the sight that he had to cross the road to pass by on the other side. In the same way, Percy, a well-known local politician, was also so distressed by the sight of the injured man that he had to pass by on the other side.
The CEO of The Childhood Trust explores the importance of language to encouraging long commitments from donors
Like many commercial entities, charities are subject to seasonal and cultural impacts on income. While it’s very rare for any organisation to have a completely consistent velocity of revenue, those that manage to level out the peaks and troughs are in a stronger position to grow and develop as a business. For charities, the focus that comes with this development is so important to achieving short and long term goals. The real questions is, in a sector that is so affected by seasonality and situations, how do we achieve this?
2015 was a challenging year for many in the fundraising sector. Exposes and allegations put charity marketing and fundraising practices well and truly under the spotlight and have led to uncertain times for the sector. However, one thing is certain – change is coming to fundraising in 2016.
The combined effect of public sector cuts and access to traditional funding pots becoming more difficult means that charities are having to take a much shorter-term view of their funding plans.
I’ve been asked by a number of sector commentators to clarify the thinking that underpins my £2 billion estimate of the impact of the proposals in the Etherington review.
Engagement may be a buzzword at the moment, but without it charities may find one of their most valuable resources losing enthusiasm, momentum and perhaps drifting away.
So how can personal branding help?
The Right Fit: Values and Qualities
While we have seen some truly innovative campaigns from charities in recent years, Joe Saxton is largely correct in saying that the third sector has been slow in embracing the digital revolution. However, I am not convinced by his statement that problems persist because few people wake up with ‘donating’ on their morning to-do list. In my opinion this is the wrong way for charities to approach digital strategy and an incorrect starting point when creating a meaningful, enduring supporter experience.
Recent failures of governance at high profile charities such as Kids Company have been subject to many articles, much comment and some analysis. I do not intend to add to this but have been reflecting on the role of trustees – and specifically charity board chairs and their responsibilities.
There’s been no escaping the recent review of the self-regulating Code of Conduct for Fundraising by the National Council of Voluntary Organisations.
It is certainly not an exaggeration to say that over the last few months charity fundraising has gone through the wringer.