Ask any charity CEO what their biggest challenge is and you are very likely to get ‘funding’ as the response. With increased competition for funding, having a sustainable and reliable income source can feel like more and more of an unachievable feat.
It’s a lonely place, being the leader of a small charity or social enterprise – especial
I write this with a bit of a heavy heart as this is my last week at Pilotlight. Before I leave the UK for new adventures, I wanted to reflect on and share one of the most important things I have learnt over the past few years working in the charity sector in this country.
It’s every small charity’s dream, isn’t it? To be approached by a big company, with cash and time to burn, who wants to support what you do.
Investment readiness continues to be debated in the social investment sphere – who is and who isn’t, and whether it actually “readies” social ventu
I want to tell a story about strategy, and why it makes a difference.
Last week we talked about how finance works in the charity sector at a learning session with our business members; since I was probably the least n
Anyone working in the third sector, and those involved in it in any capacity, are aware of the fact that the environment for charities and social enterprises is far from easy. Funding is being cut and at the same time the demand for services is growing, along with the complexity of people’s needs.
The charity sector faces a hole in its finances of a whopping £4.6bn by 2018/19, according to a 2015 report from the National Council for Voluntary
There is still a broad perception that charities are funded almost entirely by the generosity of the public.
At Pilotlight, we are always astounded by the uncanny ability of our Pilotlighters to know exactly how to get to the bottom of any issue. At our first workshop event on Tuesday 23 February, we sought to encourage our volunteers to share their ideas on how to tackle tricky strategic challenges.
