Blindly investing time and money into adopting these new technologies can be just as risky as not investing in them at all. There's no one-size-fits-all model, and charities should not be making these difficult decisions in the dark. So how can charities know which changes to make to ensure digital fundraising success for their organisations?
Most of us could get more money and have more resources at our disposal in the private sector or even in the public sector. We do what we do because we identify with those for whom we advocate and are disgusted at the injustices they face. Surely we are doing a profound disservice to them if we choose to remain silent rather than joining with them in calling for changes that will improve their lives.
At first glance, the importance placed by all of the main parties on supporting apprenticeships, vocational training, careers advice and widening participation build on the commitments in the 2010 manifestos and are to be welcomed. We must though learn the lessons of the last five years, where the actual record is more mixed.
The reaction from the Charity Commission on these cases was in my eyes exemplary. Not only did it act swiftly to remove a charity that should have never been on their register in the first place but it also was quick to reassure the public on social media and elsewhere that the programme did 'not reflect the vast majority of charities that are properly run by honest trustees'.
The charity and wider voluntary and community sector faces many challenges, most of which originate externally. However, I do fear that an unfortunate proportion (hopefully not too large a proportion)of these challenges are self-generated, and of these, it seems to me that far too many stem from within these organisations' executive and trustee leadership teams.