Having the agility to rapidly shift focus and resources is invaluable, not just for disaster response charities, but for any organisation that wants to increase its impact.
Most charities’ strategy development is dominated by current challenges, and so the bigger questions don’t ever get a look-in.
The ripple effect is a powerful concept: the idea that an organisation can create impact far beyond its own footprint. And there’s plenty of evidence that it works.
Being a professional means knowing that you can’t please all the people all the time, and experience means that you have those conversations up front.
One of the themes in my recent conversations with the sector, is the desire to engage better with businesses. There are two opportunities: income and mission, but one is far greater than the other.
Within the media stories about Jamie Oliver’s restaurant chain going into administration, are hidden lessons for many charities.
Honesty, candour and the willingness to share openly are among the sector’s greatest attributes, but they have far more potential than is currently being realised.
In vision statements and outward-looking aspirations, charities and non-profits are rarely short of bold ambition. But it’s often the avoidance of negative consequences that shapes the action plan.
Some of the most debilitating constraints faced by the charity sector have a common root cause. Which implies there could be a common solution if we are collectively willing to take it on.
The idea that any plan sufficiently detailed to merit the name, will still be relevant in three, two, sometimes even one years’ time, is utterly naïve.