With the introduction of a new government, many charities see an opportunity to have their voices heard in a different way than before, and definitely with a different audience who may have different perspectives.
The rules are clear with regards to campaigning. However, the interpretation of these rules, in my experience, is not as easy, with the question being “can I do this?” and the answer being “it depends”. What this highlights is the importance of strong governance to set the boundaries and centralised control mechanisms needed to keep within those boundaries.
The level of passion within the membership of an environmental or animal welfare charity often leads to more voices than in most charities. Those voices are becoming louder and are branching into a wider spectrum of issues, plus it is now much easier to voice concerns and compliments, often to a vast audience. I recall in the past it was the annual general meeting where heated debates took place, voicing concerns over the charity’s strategic direction or attitude on an issue, or even just simply a criticism of government policy and the urging of a more aggressive response.
In recent times, much has changed and although the traditional approach to lobbying the trustees still exists, the use of social media in all its forms to commend or complain, about the charity or the wider world, creates opportunities and significant threats.
Social media
Environmental and animal welfare charities, as a group, have supporters who are either the most active or the least active on social media. This is in part down to preferences, demographics or perhaps the approach their charity takes to communications. Whatever the reasons for the diversity in use, social media is an important tool both within the charity and for its supporters and critics.
Last year, the Charity Commission published its guidance on the use of social media and within it there are links to campaigning guidance and fundraising guidance which emphasises the risks associated with using social media for those purposes. The key themes coming out of the guidance are:
- The need to develop a social media policy and ensure that all trustees, staff and volunteers are aware of both the policy and the boundaries.
- Ensure training is always up-to-date and bring in experts when appropriate. Address examples of conflict/abuse/inappropriate dialogue in staff and volunteer meetings to help deal with the incidents and reassure them of the actions being taken.
- Consider the platforms that the charity uses and the purposes for each. Make sure that the rules of use are clear and that there is appropriate policing.
- Allocate responsibility for managing the charity’s social media accounts to appropriately trained senior staff who have the skills and expertise to monitor and take decisions over content and posts.
- Take legal advice over adverse publicity; competition websites; serious incidents and protecting the reputation of the charity.
- Where the charity wants to voice its stance on particular significant issues, ensure all posted content has been reviewed and signed off so there is an audit trail of the governance.
- Have an agenda item on trustee meeting agendas, at least once a year, addressing the social media and campaigning policies ensuring they remain fit for purpose and align with the Charity Commission’s latest guidance.
As a charity trustee, I can see the risks when a debate on social media escalates out of control and invariably the charity comes out looking worse than before the debate launched. But at the same time avoiding conflict is not a solution and all stakeholders of a charity expect and deserve responsiveness. The issues are further exacerbated when the debates also bring in a political or campaigning agenda. Keeping within the rules over both campaigning and political activity, as well as wider social media use, is fundamental.
Social media is a very positive and effective way to engage with supporters, donors and other community stakeholders and shouldn’t be excessively policed. However, as a registered charity with strong values, each board of trustees should assess the risks and opportunities, set and invigilate clear policies, and take advice where necessary. The objective is to protect the charity to enable it to protect its reputation and thrive.
Adam Halsey is partner and head of charities at haysmacintyre
Related articles
