Editorial
The debate on whether or not charities should run prisons escalated from pithy 'Tweets' from the likes of ACEVO to some extensive correspondence in the national press in mid-August
The debate on whether or not charities should run prisons escalated from pithy ‘Tweets’ from the likes of ACEVO to some extensive correspondence in the national press in mid-August. It took off as further evidence emerged that the public had little understanding of the charity sector and pushing the issue right to the top of the agenda (see page 4 of this issue). Although no donor would want their cash going on expensive public relations campaigns, the sector needs to find ways of communicating what it is about. This becomes much more difficult when its identity is by no means clear-cut.
For Howard League director Frances Crook, ‘the charitable motive is too important to contaminate with involvement in punishment’. Her blunt statement sums up how easy it is to step outside the boundaries, particularly if nobody quite knows where they are. Crook goes even further, saying that charities are ‘being sucked in by commercial companies…to create a veneer’.
Are they really? Back in May, Caritas reported that some UK plcs increase their corporate giving to offset negative perceptions surrounding the fact they operate in countries lacking in civil liberties and political rights.
Continuing adverse economic conditions are unlikely to make this any better. With income generation as well as cost reduction in the spotlight, if a particular contract opportunity or corporate gift makes all the difference between survival and going under, it is understandable that acceptance is terribly tempting. It is that much harder to stand back and ask what long-term damage might be done to public trust and to stand up and articulate future problems in taking such a step. Strong boards and solid governance procedures are vital when it comes to addressing dilemmas of this kind.
The other question raised by the prisons issue is how charities can effect a culture change and support rehabilitation programmes without actually running the penal institutions themselves. Is it always necessary to be at the controls to achieve an outcome? Many charities achieve extraordinary things while remaining outside any kind of corrective ‘system’. One of the sector’s unique characteristics is its ability to work jointly towards a common goal. This might entail a more circuitous route to a result, but it is the process of collaboration and consultation, combined with strong leadership that delivers lasting positive impact.
As for educating the public: actions speak louder than words.
Author: Clarissa Dann
Clarissa Dann was the editor of Caritas as well as an HR and management online service,he People Bulletin until July 2011.
She is now the editor of the specialist trade finance magazine, Trade and Forfaiting Review which can be viewed at www.tfreview.com but does write on charity finance and investment from time to time.
Clarissa has a background in legal and professional publishing, as well as business journalism and holds an MBA from
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