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You know what the key challenges and priorities are within your own organisation – but how are contemporary economic and political challenges impacting your colleagues in the third sector? Exploring the key findings from our regular survey into what the sector is thinking and prioritising right now, drawing on data gathered in Autumn 2011.
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State of the Sector 2011
March 2012
Tel: 020 7426 8888
Email: [email protected]
Web: www.nfpsynergy.net
2 2
Background
• Research completed in partnership with Third Sector magazine
• Third phase of the research
• Over 600 respondents from a variety of organisations
• Fieldwork - November 2011
2
3 3
Profile of respondents
• Mixture of levels of role; CEO, trustees, senior manager, department or team manager, project worker
• A quarter described their main area of expertise as fundraising, the remainder a mix of other areas e.g. operations, brand, management
• 5% of respondents said their organisation had no employees, and over a third had between 1 and 25 employees
• In terms of turnover over a third of organisations had a turnover of less that £1 million
3
4 4
The impact of the recession and economic turmoil
4
Q1: “The recession and economic downturn have had an impact on the third sector in a range of ways. Please indicate how the income, services and staff of your organisation have been affected in the last two years.” Ranked by increased a bit/increased a lot
Base=695 State of the Sector Survey, 2011, nfpSynergy
-15%
-11%
-23%
-23%
-26%
-16%
-18%
-19%
-9%
-13%
-44%
-44%
-20%
-3%
-2%
-4%
3%
6%
32%
23%
24%
18% 4%
6%
3%
7%
13%
1%
-6%
-22%
-80% -60% -40% -20% 0% 20% 40% 60% 80%
Income from local
government
Income from central
government
Income from donations
Number of people employed
Overall income
Level of services provided
Not sure/Don't know Not relevant to us Decreased a lot Decreased a bit About the same Increased a bit Increased a lot
5 5
The impact of the recession and economic turmoil
5
Q2. How has your organisation responded to the pressures of the last two years?
Base= 692. State of the Sector Survey, 2011, nfpSynergy
25%
48%
58%
70%
92%
6% 4% 5% 7%4%
37%
48%
69%
23%
4%
Are you looking at
partnerships with
other
organisations
more than
before?
Has the recession
prompted you to
alter your
structure or
downsize?
Have you had to
deliver different
services or
change your
mission?
Has it prompted
your organisation
to consider
merger?
Has it prompted
your organisation
to merge?
Yes No Don't know/not sure
6 6
The impact of government initiatives and funding
6
Q3: Eighteen months after the election, we are interested in your views on the coalition government and its impact on the sector and your charity. Please indicate how much you agree or disagree with each of the statements below. Ranked by Agree/Strongly agree
Base=607 State of the Sector Survey, 2011, nfpSynergy
-26%
-28%
-26%
-23%
-24%
-25%
-18%
-3%
9%
9%
42%
28%
8%
3%
3%
2%
-80% -60% -40% -20% 0% 20% 40% 60% 80%
The coalition government will
be better for your charity than
another Labour government
would have been.
The coalition government will
be better for the sector than
another Labour government
would have been.
The Big Society agenda offers
new opportunities for the
sector.
The public sector cuts
affecting the sector would
have been made by a Labour
government as well.
Don't know Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
7 7
Government initiatives – perceived impact (part 1)
7
Q4: ‘Please tell us which government initiatives relating specifically to the third sector you think either have had, or will have, the biggest impact on your charity.’ Ranked by slight impact/significant impact for the better
Base = 580 State of the Sector Survey, 2011, nfpSynergy
18%
18%
18%
10%
27%
21%
10%12%
14%
26%
26%
29%
29%
25%
2%
6%
39%
32%
51%
31%
42%
42%
38%
8%
12%
20%
35%
7%
8%
7% 1%
1%
2%
3%
1%
3%
10%
Social Impact Bonds
Social Action Fund
Transforming Local Infrastructure
The Transition Fund
The Giving White Paper
Inheritance tax concessions for making 10 per cent legacies
Gift Aid claims of up to £5000 without declarations
Don't know Too early to tell Significant impact for the worse
Slight impact for the worse No impact Slight impact for the better
Significant impact for the better
8 8
Government initiatives – perceived impact (part 2)
8
Q4: ‘Please tell us which government initiatives relating specifically to the third sector you think either have had, or will have, the biggest impact on your charity.’ Ranked by slight impact/significant impact for the better
Base = 580 State of the Sector Survey, 2011, nfpSynergy
10%
13%
13%
16%
18%
11%
18%
19% 2% 7%
31%
35%
29%
27%
38%
32%
23%
26%
2%
4%
43%
43%
42%
44%
41%
47%
47%
51%
6%
6%
7%
8%
6%
3%
2%
1%
1%
1%
1%
0%
0%
1%
Mutuals Taskforce
Compact revision
National Citizen Service
Community organisers
Big Society Deregulation
Taskforce
Community First
The Innovation in Giving
Fund
Big Society Capital
Don't know Too early to tell Significant impact for the worse
Slight impact for the worse No impact Slight impact for the better
Significant impact for the better
9 9
What government initiative or policy change would you like to see that would make a positive difference to your organisation?
• Very varied responses
• Many made reference to specific government initiatives or policies that they wished to change (based on the purpose of their organisation)
o Local government and their relations with small charities (particularly around contracting)
o VAT
o Gift Aid
o Bureaucracy and red tape
o Tax incentives/relief
o NHS reforms
9
10 10
The changing regulatory landscape and the independence of the sector
10
Q7: These questions are about the sector’s regulators, their remit and their performance. Please indicate how much you agree or disagree with each of the statements. Ranked by agree/strongly agree
Base=551 State of the Sector Survey, 2011, nfpSynergy
-57%
-41%
-44%
-23%
-32%
-19%
12%
16%
48%
39%
36%
26%
21% 1%
1%
2%
9%
2%
2%-48%-16%
-80% -60% -40% -20% 0% 20% 40% 60% 80%
The cut of a quarter in the Charity Commission’s budget will
not weaken its regulatory functions
The Public Fundraising Regulatory Association (PFRA) fulfils
its self-regulatory role in a proportionate, helpful and
appropriate way
The Charity Commission has responded effectively and
strategically to its cut in funding
The Fundraising Standards Board (FRSB) fulfils its self-
regulatory role in a proportionate, helpful and appropriate
way
HM Revenue and Customs administers Gift Aid in a
proportionate, helpful and appropriate way
It makes sense that STREET fundraising is regulated by the
FRSB and the PFRA
The Charity Commission fulfils its regulatory role in a
proportionate, helpful and appropriate way
Don't know Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
11 11
The changing regulatory landscape and the independence of the sector
11
Q8: Alongside regulation comes the independence of the sector and individual charities. So please indicate how much you agree or disagree with each of the statements below. Ranked by agree/strongly agree
Base=553 State of the Sector Survey, 2011, nfpSynergy
22%
27%
-39%
-42%
-28%
-10%
-8%
-7%
-4%
13%
22%
46%
36%
41%
41%
41%
1%
7%
12%
14%
1%
-23%
-22%
-18%
-9%
-80% -60% -40% -20% 0% 20% 40% 60% 80%
The sector’s independence is healthier than it was two years
ago
The sector’s independence is in excellent health
The independence of charities is compromised if they deliver
public services
Payment by results is a threat to the independence of
charities
The independence of charities is compromised by the shift
from grants to contracts
My charity has independence in terms of funding
My charity has the independence and freedom to speak out
freely on the issues that concern it
Don't know Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
12 12
The big issues for your organisation (part 1)
12
Q9: There is a range of big issues facing the sector. Please indicate how much you agree or disagree with each of the statements below. Ranked by agree/strongly agree
Base=529 State of the Sector Survey, 2011, nfpSynergy
29%
-13%
-21%
-21%
-17%
-3%
-2%
-1%
33%
39%
57%
57%
47%
46%
44%
11%
8%
13%
12%
12%
13%-9%
-18%
-1%
-2%
-80% -60% -40% -20% 0% 20% 40% 60% 80% 100%
Sector infrastructure bodies
need a radical rethink
I think charities are usually able
to deliver better public services
than government
The governance of charities is
fraught with difficulties
I think the sector is too cautious
about campaigning
There is too much competition
between charities, especially
the large ones
What it means to be a charity is
increasingly blurred
The public doesn't understand
how modern charities work
Don't know Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
13 13
The big issues for your organisation (part 2)
13
Q9: There is a range of big issues facing the sector. Please indicate how much you agree or disagree with each of the statements below. Ranked by agree/strongly agree
Base=529 State of the Sector Survey, 2011, nfpSynergy
38%
8%
8%
-12%
-20%
-29%
-33%
-32%
-17%
-22%
-6%
-5%
-10%
-6%
21%
23%
37%
34%
33%
27%
23%
5%
4%
6%
8%
12%
5%
-7%-2%
-80% -60% -40% -20% 0% 20% 40% 60% 80% 100%
I think the abolition of the sector
infrastructure body Capacity
builders was a mistake
Existing infrastructure bodies
serving the sector fulfill their
purpose well
I think very big charities have a
negative effect on the sector as a
whole
The big cuts to the government’s
Strategic Partners programme were
a mistake
Every charity should be able to
make its own decision about
whether it wants to pay its trustees
I think the need for impact
measurement by charities is being
over-emphasised
I think government is exerting too
much control over the sector
I am in favour of more delivery of
public services by charities
Don't know Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
14 14
Biggest challenges for charities – ‘top 3’ responses
14
Q10. What are the three biggest challenges facing your organisation? Please tick up to three of the options below
Base- 537 State of the Sector Survey, 2011, nfpSynergy
15%
18%
20%
28%
47%
51%
69%
8%
13%
10%
11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Other
Finding and keeping volunteers
Attracting high quality staff
Sorting out our back office functions (eg
IT, finance, etc)
Dealing with red tape and bureaucracy
Keeping high quality staff
Securing funding from government
Creating an effective board
Communicating the importance of our
work
Growing our voluntary income
Creating a sustainable funding base
15 15
Magic wand - fundraising
• Grants
o Centralised applications
o Appropriate reporting levels
o Feedback on failed applications
o Shorter applications
• Change in attitudes to giving
o General public
o Within organisations – trustees, staff
• Staff
o Not enough of them!
o Not skilled or experienced
15
16 16
Magic wand – other issues (not fundraising)
• Trustees
o “A limitless supply of capable, prudent and dedicated trustees – preferably a high percentage also being qualified accountants”
• IT/systems
• Leadership
o “getting (a) CEO who actually understands how to run a business and make strategic decisions”
• Administrative burden on small charities
16
17 17
Issues in the sector – Key attributes (first 8) Most important attributes required to be a successful charity – in 2011, 2009, and in 2007
17
Q13. Please choose up to five of the following attributes which you believe are most important in creating a successful charity with a high impact on its beneficiaries.
Base=532 (in 2011). State of the Sector Survey, 2011, nfpSynergy
33%
34%
38%
43%
55%
58%
67%
32%
32%
37%
39%
44%
55%
55%
65%
32%
35%
31%
46%
54%
56%
70%
Quality of management
Capacity to innovate
Quality of trustees and
governance
Input from clients and
beneficiaries*
Financial soundness
Strength of values and
vision
Quality of leadership
Quality of work and/or
services
2011
2009
2007
* New category for 2011 ‘Involvement of beneficiaries’ in 2009 (1%)
18 18
Issues in the sector – Key attributes (next 8) Most important attributes required to be a successful charity – in 2011, 2009, and in 2007
18
Q13. Please choose up to five of the following attributes which you believe are most important in creating a successful charity with a high impact on its beneficiaries.
Base=532 (in 2011). State of the Sector Survey, 2011, nfpSynergy
12%
12%
10%
23%
30%
15%
30%
26%
6%
7%
9%
10%
18%
19%
22%
29%
9%
11%
8%
19%
28%
18%
40%
28%
Strong commitment to diversity
Internal communications
Modern IT strategy/attitude to digital media
Campaigning and media/PR skills
Ability to attract, develop and retain top talent
Management of brand, image and reputation
Ability to work in partnership
Quality of fundraising and/or marketing
2011
2009
2007
* New category for 2011. ‘Involvement of beneficiaries’ in 2009 (1%)
19 19
Issues in the sector – Key attributes (first 8) Skills most required/desired by respondents in their charity – in 2011, 2009, and in 2007
19
Q14 . Which five of these skills or expertise are you finding in short supply, or would ideally like to have more of, in your charity?
Base=511 (in 2011). *Answer option not included in 2007 State of the Sector questionnaire. State of the Sector Survey, 2011, nfpSynergy
23%
26%
34%
34%
32%
31%
30%
42%
27%
31%
31%
31%
32%
33%
35%
43%
Information Technology
Evaluation skills*
Governance/Trustees
Strategic planning*
Marketing
External
Communications or PR
Web/Digital Media
Fundraising
201120092007
20 20
Issues in the sector – Key attributes (next 8) Skills most required/desired by respondents in their charity – in 2011, 2009, and in 2007
20
Q14 . Which five of these skills or expertise are you finding in short supply, or would ideally like to have more of, in your charity?
Base=511 (in 2011). *Answer option not included in 2007 State of the Sector questionnaire. State of the Sector Survey, 2011, nfpSynergy
10%
19%
19%
21%
22%
22%
24%
24%
12%
15%
17%
19%
20%
20%
23%
26%
Service delivery
Management
Financial management
Human Resources
Campaigning
Internal
Communications
Leadership
Legal expertise*
201120092007
21 21
Biggest concerns in the next few years
• Sustainable funding and survival
o “sustainability and ability to meet increasing demands with diminishing resources”
o “operating may cease if funding is not obtain[ed] in the next few months!”
o “moving away from an over-dependence on statutory funding”
o “whether we can survive in a format/structure that stays true to our vision or whether the environment will force unacceptable changes”
• Staff and Volunteers
• Governance
o “my charity desperately needs someone at the top with a vision for what direction the charity should be going and a strategy for how to achieve that. Our trustees are hopeless…”
21
22 22
What are the biggest challenges facing your organisation?
22
23 23
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London E1 7NH
(w) www.nfpsynergy.net (t) 020 7426 8888
Registered office: 2-6 Tenter Ground Spitalfields London E1 7NH Registered in England No. 04387900
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