Charities adapting digital approaches
Across the UK, charities have felt the pinch of the coronavirus pandemic. With 92% of the country’s 170,000 charities classed as small – meaning their annual income is £1 million or less – many have struggled to secure the technical infrastructure and support necessary to evolve.
It’s certainly been a testing time for these and indeed all charities these past few months and many have had to look at alternative digital solutions to provide their beneficiaries with support, comfort and aid.
Demand has also spiked during the pandemic, with one in three UK charities reporting an increased need for their services. This is not helped by the fact that volunteers in the charity sector are predominantly aged 65-71 and are, therefore, in the “at risk” category. Government guidelines state that in-person fundraising can go ahead with PPE and social distancing, but charities need to explore new mediums for engaging audiences.
The introduction of viral hashtags to support charitable causes, and the donation button on Instagram stories, have been important steps in changing how charities operate – with many successfully adapting to a new digital way of fundraising.
No face-to-face events
But although we’ve seen many rise to the challenge and introduce new ways of working, fundraising and delivering support, the cancellation of face-to-face fundraising events – which the sector relies heavily on to raise vital funds – continues to pose a threat to the future of the sector.
This, and the fact some charities don’t possess the skills, resources or confidence to embrace the digital approaches that are being encouraged, means many are struggling to keep their heads above water. Even the Government’s £1 million digital training fund is not enough to bridge the gap, with many grassroots charities discovering that their users don’t have the means to engage with, afford or cope with the digital services on offer.
With continued restrictions to varying degrees still a fact of life, the focus now lies on how charities can best learn from the pandemic and have the confidence and tools to use it as a catalyst to improve their strategy and digitally futureproof themselves.
So, what practical steps can charities in the UK take to ensure that they are digitally prepared for the future?
Develop a digital roadmap
First and foremost, charities should consider developing a roadmap of what they want their future to look like – and the people and facilities required to help facilitate that change, whether trustees, senior managers, new platforms or specialist consultants.
Charities need to assess their digital priorities – whether that is providing ways to fundraise, support beneficiaries, connecting with colleagues, or all three.
After all, being digitally adept is more than just having a website. By understanding what they are trying to achieve, charities will find it easier to understand who their audience is and what their needs are.
For instance, fundraising managers looking for ways to raise money online will want a seamless and safe way to collect donations, Gift Aid and donor data. On the other hand, people looking to donate will be after a user-friendly platform where it is easy to give donations. If the fundraising platform is clunky and difficult to operate, people won’t give.
Covid-19 has brought the cashless society closer than ever and encouraged charities to think about how a change in their fundraising could help them to thrive in the new normal. We have seen that contactless and chip and pin devices are more effective than the donation bucket; and virtual event platforms are providing charities with the opportunity to interact with audiences in a new, safe and engaging way.
For charities, virtual activity should be seen as an exciting addition to cashless fundraising and be at the heart of any strategic review going forwards.
Acknowledge something isn’t working
One of the most common pitfalls charities fall into is assuming that being “online” is enough to make their communication and strategy future proof.
However, simply having an online “face” to the charity is not enough. For online communication and fundraising to succeed, charities must know their target demographic – and use that data to inform the types of online platforms they use and fundraising events they hold.
By first identifying their audience and preferred digital solution, charities will find it easier to shape their fundraising plans. For example, millennials tend to favour consumer online titles and Instagram, whereas Generation X prefer newspapers and Facebook.
This “donor persona” is also useful when deciding the type of events, messaging and content to promote online. From there, the sky’s the limit!
It is equally important that charities recognise when a process isn’t working and either change it or get rid of it. Those refusing to keep up with the ever-evolving digital landscape risk finding that their beneficiaries look at other charities working in a similar space, which could damage their reputation and ability to engage with supporters.
Don’t be afraid to outsource
A shortage of skills in the charity sector remains one of the biggest obstacles to charities looking to achieve meaningful growth. By definition, small charities do not have a big income so it’s understandable that outsourcing can be a daunting prospect. However, in collaborating with external organisations, charities can reap the benefits of other professionals’ expertise, logistical thinking and understanding of the sector.
Despite outsourcing being a proven method of increasing efficiency and improving services in the commercial sector, it remains much less widely embraced by charities.
On the other hand, the charities which do outsource often do so because they’re looking to enter new territory – in which case an experienced professional will have the ability to work with them to define their strategy, audience and goals – and ultimately, deliver it.
The immense pressure facing the UK charity sector will be the impetus for a reassessment of strategy. Where charities cannot survive in their current form, a willingness to adapt could be their saving grace. Moving forward, a dual strategy of increased cooperation and a willingness to embrace new technologies is key to the sector’s ability to thrive in the new normal.
