Business engaging the UK charity sector

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  • RP Focusing now on individual organisations, rather than the whole sector, it’s useful to look at a typical structure. The exact structure will depend on the organisation’s legal status but, for the sake of simplicity we’ll look at a standard charity. There is a Board of Trustees who are responsible for the strategic direction of the charity and overseeing it’s administration and management. A bit like a board of a company and indeed many charities are also incorporated as a company limited by guarantee.
  • Business engaging the UK charity sector

    1. 1. Working with Voluntary & Community Organisations Richard Piper Georgina Anstey 14 th September 2011
    2. 2. This session <ul><li>Perceptions </li></ul><ul><li>The “sector” </li></ul><ul><li>Funding </li></ul><ul><li>Major trends </li></ul><ul><li>Jargon </li></ul><ul><li>The typical charity </li></ul><ul><li>Behaviours and motivations </li></ul><ul><li>Engaging with them </li></ul>
    3. 3. Perceptions
    4. 4. Civil Society General Charities Co-operatives Universities Housing associations Employee-owned businesses Independent schools Sports clubs Faith groups Building societies Clubs & Societies Trade Unions Political parties
    5. 5. Civil Society & Voluntary Sector Civil Society Voluntary & Community Sector Universities Housing Associations Independent Schools Sports clubs Charities Unincorporated organisations Employee owned businesses Trade unions Co-operatives 171,000 Political parties
    6. 6. Small … and beautiful? <ul><li>Over 50% are ‘Micro’ organisations </li></ul><ul><li>but they account for <1% of total income </li></ul><ul><li>438 organisations (0.3%) are ‘Major’ </li></ul><ul><li>accounting for nearly 44% of total income </li></ul>
    7. 7. Civil Society & Voluntary Sector Civil Society Voluntary & Community Sector Universities Housing Associations Independent Schools Sports clubs Charities Unincorporated organisations Employee owned businesses Trade unions Co-operatives 171,000 Political parties ?
    8. 8. What do VCOs do? <ul><li>Provide services </li></ul><ul><li>Influence knowledge, opinion or policy </li></ul><ul><li>Make grants </li></ul><ul><li>Support other charities/organisations </li></ul>
    9. 9. Most ‘popular’ causes <ul><li>Activities </li></ul><ul><li>Social services </li></ul><ul><li>Culture & recreation </li></ul><ul><li>Development </li></ul><ul><li>Religion </li></ul><ul><li>Beneficiaries </li></ul><ul><li>Children / youth </li></ul><ul><li>Public at large </li></ul><ul><li>Elderly people </li></ul><ul><li>People with disabilities </li></ul>
    10. 10. Funding Source of Income 2007 / 08 £bn Individual giving 13.1 Statutory sources 12.8 Internally generated 4.1 Trusts and foundations 3.0 Private sector 2.0 National Lottery 0.5 Total 35.5 Source: UK Civil Society almanac 2010 NCVO
    11. 11. Current trends <ul><li>The Multi-crunch </li></ul><ul><li>Economic downturn, public spending, natural resources </li></ul><ul><li>Coalition Government policy </li></ul><ul><li>Big Society, public service delivery, localism </li></ul><ul><li>Technology and Power </li></ul><ul><li>Open data, impact, hierarchies falling </li></ul>
    12. 12. Jargon Quiz
    13. 13. Example charity structure & context Trustee Board CEO/ Co-ordinator Staff/Volunteers Beneficiaries Staff/Volunteers Funders Target Audience Regulator Service Users
    14. 14. Behaviour & Motivations <ul><li>Competition </li></ul><ul><li>Slow-moving </li></ul><ul><li>Lack of arbiter of decisions – profit (money) not the goal </li></ul><ul><li>Committed </li></ul><ul><li>Passionate – stubborn – independent - anti-establishment – anti-business </li></ul>
    15. 15. Engagement: Barriers <ul><li>Hugely busy, need to see absolute relevance </li></ul><ul><li>Suspicion of planning, hand-to-mouth, wait for a crisis </li></ul><ul><li>Resistance and right to resist, identity, independence </li></ul><ul><li>Complexity: of purpose, of stakeholders </li></ul><ul><li>Founder-syndrome and other egos </li></ul><ul><li>Anti-business – culture, fear, values </li></ul>
    16. 16. Engagement: Solutions <ul><li>Busy: prove the relevance </li></ul><ul><li>Anti-planning: play ‘firefighting’ card </li></ul><ul><li>Resistance: listen </li></ul><ul><li>Complexity: acknowledge it, don’t try to tidy it up and pretend it’s simpler than it really is </li></ul><ul><li>Egos: find allies, don’t fight fire with fire! </li></ul><ul><li>Anti-business: don’t be their stereotype </li></ul>
    17. 17. Keep in touch <ul><li>Richard Piper [email_address] </li></ul><ul><li>Georgina Anstey [email_address] </li></ul><ul><li>Useful resources on NCVO website </li></ul><ul><li>www.ncvo-vol.org.uk </li></ul>

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