Anyone reading the press over the last year could be forgiven for thinking that working in the charity sector is like living through The Blitz. It feels like the sector’s […]
There’s an old story about a Persian farmer that a lot of struggling charities might find extremely relevant. It was popularised by the 19th century Baptist minister Russell Conwell and it goes like this…
Need is growing, funding is contracting, grants are turning into contracts, and the people who are giving them out are looking for ever more things in return. For charities on the receiving end, it seems that ‘doing good’ is no longer enough.
Mark Lever, CEO of The National Autistic Society talks about the sector’s most pressing challenges, and how business thinking is becoming increasingly important to its future survival
Between 2001 and 2011 the charity sector’s income grew from £31bn to £41bn a year. Not through fundraising or grants, or legacies or investments, but through commercial trading. Public donations […]
Our Charity CEO Breakfast Seminars are extremely popular – the last one was fully booked two months in advace. As far as I’m aware, they are quite simply the only […]
When was the last time you stepped right back, took a really hard look at the true purpose of your organisation, your definition of ultimate success, the different end-games you could play to achieve it within the next few years?
Research has shown that paying people more money doesn’t improve their performance. But what it has shown, is that there are five other factors that make all the difference.
Scaling up a service to reach all of those who may need it can be a slow, expensive, often impractical route for charities. Here are six alternatives.
Most charities, particularly when dealing with the public sector, tend to focus on just two elements of business development. Which means they’re missing a huge opportunity.
If a wealthy philanthropist offered to fund a 30% increase in the salary budget for your corporate centre indefinitely, how would you use that extra capacity?
Making good money from providing commercial services isn’t easy for anyone, but it sounds like the folks at RNIB have made some fairly basic errors.
Commentators have described Scope’s new strategy as radical, brave and showing the fundamental difference between charity and corporate sectors. None of those are true, but it should still be an example to us all.
Scale brings enormous benefits if it’s done in the right way. It dramatically increases the reach and potential impact you can have in the world. But it’s rare that charities put in the time, money and focus to actually bring it about.
“You didn’t tell me”, “they didn’t say anything”, and “why didn’t anyone raise this at the time”, should be red flags for any leader, particularly if it’s you who is saying them.
What could you do with five times the number of volunteers, members, donors, campaigners or paying customers?