How will you reimagine charity services in 2025?

The last few years have demonstrated that charities can achieve a lot with a little. As the sector’s work constantly reminds us, it’s possible to change the world for the better, bit by bit, with few resources.

 

But just because many charities have demonstrated their resourcefulness and resilience in recent times does not mean that they should continue to be pushed beyond their limits. When charity services in the UK fail to meet demand, and are forced to be stripped back or close, real people and communities suffer.

 

The environment for charity work is shaped by a variety of people and organisations, ranging from politicians to grant and corporate funders to the public. All have a responsibility to ensure the health of our society, including supporting the work carried out by charities.

 

It’s clear that things need to change. So, what can charities do?

 

Charity Digital is launching the Reimagining Services campaign to explore answers to that question.

 

 

The Reimagining Services campaign

 

Our Reimagining Services campaign will help charities achieve more for their communities with the resources they have, sharing essential skills and ideas for change.

 

We will aim to make more room for support, hope, and optimism in service delivery. We will explore the power of service users and charities to make meaningful change to the systems that restrict them harmfully. And we will share how digital can help charity services go further, when used effectively.

 

Below, we explore some small but potentially mighty ways that charity workers could use to start shifting the dial in the coming year.

 

How will you reimagine services in 2025?

 

 

Rethinking digital tech

 

During COVID-19 lockdowns, a large number of charities swiftly embraced technology to help them continue delivering their services despite the circumstances.

 

But five years on from the outbreak of the pandemic in the UK, 2025 could be an opportunity for charities to officially rethink whether their use of digital tech is still as effective as it could be.

 

It’s a chance to ask, “what are the opportunities to improve the quality of services – using digital technology more, less, or changing how it is used?”

 

For example, that could range from making sure that service users are able to reach someone in person or over the phone if needed, to making a system more efficient to reduce the administrative burden on service users.

 

The impact of digital technology depends entirely on how you use it – so it might be time to take stock of how well digital tech is supporting your mission and those using services.

 

 

Taking a step back

 

Time to reflect means the chance to focus on the most important things: achieving the mission and delivering the best possible services. In some charities, reviewing the effectiveness of services can get lost in the mix of urgent operational concerns.

 

Charity leaders have spent most of their time “firefighting” in recent years, making it difficult to step back for a more strategic approach. Charity workers at all levels can often feel squeezed for time due to funding constraints.

 

These are very real limitations, but charity workers should feel they can reclaim time to take a look at the bigger picture as needed for their cause. Lack of time is a multi-faceted problem, but making small changes could help.

 

Thinking differently about productivity might make a difference. Psychological research shows that when you feel “busy”, you’re more likely to make decisions that keep you busy. So, taking a step back could, counterintuitively, help you clear your mind, free up time, and make space for the things that matter most.

 

 

Sharing and addressing insights

 

When it comes to charity services, everyone can offer a different kind of insight.

 

People delivering services first-hand may best understand the detail of what needs to be changed to make processes more effective, while the perspective of service users can offer insight into how successful a service is.

 

At the same time, charity leaders may be well-positioned to see how the charity fits with the work of other organisations, find points of leverage for making larger-scale change, and act on these findings.

 

 

Taking a preventative approach

 

Some charities already use preventative methods to address the root causes of complex societal problems, and they can be helpful on many different levels.

 

A preventative mindset can help charities cut off problems before they form, whether that’s addressing a pain point experienced by service users, an administrative inefficiency that slows service delivery down, or an external threat to the mission.

 

 

Boosting wellbeing

 

The wellbeing of charity teams is the foundation upon which all charity work is done. But one in four (24%) charities are worried about staff burnout, according to most recent available data.

 

The NCVO notes that unhealthy work practices can be driven by unmanageable workloads and excessive pressure. This can impact frontline charity workers, for example facing stress when unable to meet high service demand, or being unsupported in dealing with the psychological aftermath of traumatic incidents.

 

According to the NHS, too much work-related stress can negatively impact our emotions, thoughts, and behaviour, including making it harder to be productive and achieve a high quality of work.

 

Personal wellbeing is important in its own right. It can also mean we are more able to help others.

 

Learn practical steps to support yours’ and others’ wellbeing at work:

• Mind: Mental health at work
• NCVO: Supporting the mental health and wellbeing of your team
• The Anti-Burnout Club: Supporting Charity Workers’ Wellbeing – The Ultimate Guide
• British Red Cross: Blogs on Mental Health