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National Council for Voluntary Organisations

Third Sector Foresight

Future Focus
What will campaigning
be like in 5 years’ time?

Published by NCVO
The Future Focus series was
originally published by the
Whatever plans w e make, changes in our external
Performance Hub, a partnership
between The National Council for
environment influ ence voluntary and community
Voluntary Organisations (NCVO)
and Charities Evaluation Services
(CES). Future Focus was written
organisations (VC Os). These might be reducing or
and edited by NCVO’s Third
Sector Foresight and Strategy
and Impact Teams.
shrinking sources of funding, changing government
Written by NCVO Third Sector
Foresight: Natalie Williams
policies and regul atory priorities, shifting social
Design by SteersMcGillan Design Ltd
Printed by Emtone Print
attitudes, new tec hnologies, and so on.
ISBN: 978-0-7199-1795-0
© NCVO 2009
NCVO, Regent’s Wharf, 8 All
Saints Street, London N1 9RL
Registered charity no: 225922.
All rights reserved. No part of this
publication may be reproduced,
stored in a retrieval system or
transmitted, in any form or by
any means, electronic, mechanical,
photocopying or otherwise, without All organisations can become more executive and senior managers, but community organisations (VCO).
the prior permission of NCVO. successful by spending some time they still put it off: “I’ll do it after this Each guide focuses on a different
Every effort has been made improving their understanding of next funding application”; “…after this topic. For those keen to learn how
to ensure the accuracy of the the likely future of these external next board meeting”; “…once the new to do it themselves, we have also
information contained within
this publication. However, NCVO
pressures and using this to make trustees are recruited”. published Looking Out, an accessible
cannot be held responsible for any a stronger organisational strategy. This is understandable; a good analysis introduction to help VCOs develop
action an individual or organisation Some view this as a luxury: “It’s only of the future does take time, and can these skills.2
takes, or fails to take, as a result of for rich charities”, or as impossible: involve learning new skills. For people This is the seventh guide in the series
this information.
“It’s stargazing! You can’t predict the with little time on their hands, NCVO (see page 46 for details of the full series).
future!” Others think that it is just an Third Sector Foresight1 have produced This guide explores how campaigning
intellectual exercise that won’t change the Future Focus series to provide will change in the future. It suggests
what their organisation does. Others ready-made analyses of the future ways for you and your colleagues to
appreciate that it is one of the critical changes that are most likely to affect use this information to help make
tasks of the chair, the board, the chief small and medium-sized voluntary and strategic choices and plan ahead.
 Future Focus 7 Future Focus 7 
How to use
Future Focus 7
In the following pages,
we outline the most
important drivers that
we believe will affect
campaigning in the
coming years. What are drivers?

These trends and issues may already be

influencing your organisation or some Drivers are major forces or
parts of it at the moment. But these are
the drivers which we think will grow in
importance for small and medium-
trends that could positively or
sized VCOs in the coming years.
This guide will help you explore how
negatively shape the future of
key changes affecting campaigning
will impact on the voluntary and
your organisation.
community sector in the future
and how your organisation might
take advantage of opportunities
and minimise any risks.

 Future Focus 7 Future Focus 7 

Future Focus 7

Setting the scene 8 So what? Now what? 34

An overview of the role and importance of campaigning A worksheet to help you pull together your thoughts
and how this might change in the future about the drivers and to start considering responses
Six drivers and next steps. You might find it useful to work through
Driver 1: Growth of consumer activism 10 this section with colleagues or with your trustee board
Driver 2: More fluid activism 14 Taking action: A case study 40
Driver 3::Growth of new technologies 18 How considering these issues
can result in practical actions
Driver 4: ‘Professionalisation’ of campaigning 22
Driver 5: Increase in competition and coalitions 26 Further information and support 44
Helpful links for finding out more
Driver 6: Marginalisation of dissent 30

Each driver includes:

A short description of what is Strategic questions designed to help How will your organisation respond?
happening, what is likely to happen you think about how the drivers may Jot down your thoughts as you read
in the future and why, plus an outline affect your organisation in the future, in the blank spaces provided.
of some of the risks and opportunities and whether/how you might need to
this might present for your respond.

 Future Focus 7 Future Focus 7 

Setting the scene

Campaigning and social action have always been an

integral part of a healthy and vibrant civil society.
But their role and importance for voluntary and
community organisations (VCOs) has risen in
the past decade. The climate change agenda,
in particular, has brought campaigning into the
mainstream and legitimised it in the political world.
Alongside this, the Labour government traditionally been as vocal in their feeds [them]’. The Charities Act in the next five years; highlighting
has formally recognised the role of backing of campaigning as the Labour 2006 has also clarified that charities the opportunities and risks these
campaigning by the voluntary and Party, but as Shadow Minister for the can campaign yet still retain their will present for the VCS.
community sector (VCS) through Third Sector Nick Hurd has affirmed, charitable status, as long as political Next steps
the creation of the Office of the they support the right of charities to change does not become the main This guide explores six drivers that
Third Sector and ‘The Third Sector campaign. Their social justice agenda, focus of their organisation’s work. are likely to affect campaigning
Review’, a 10-year vision for co- which emphasises the importance of However, the recession and increased in the future, and suggests a few
operation with the sector.3 individual responsibility in addressing demand for services from the sector questions to get you thinking about
However, regardless of the outcome social problems, is likely to largely may mean that in future, public service how each driver might impact on
of the general election, the next determine the types of campaigns delivery becomes a bigger priority your organisation. Alternatively,
parliament is likely to be very different, they will support. than campaigning for all funders. you could read the example on
with many MPs due to step down 40% of medium-sized and 18% The general election and key voter page 40 now to give you an idea of
and a higher number of Conservative of small VCOs receive government concerns, like the improvement of how this guide could help your
MPs. As campaigning has changed funding.4 This is often perceived public services, may also contribute organisation to plan ahead.
considerably since they were last as stifling campaigning, reducing to this. Alternatively, there may be an
in power, it is as yet unclear how the independence and resulting in increase in campaigning as the public
Conservatives will engage with it. organisations becoming less radical fights against cuts on public services.
Young campaigners in particular by self-policing themselves. However, This guide explores the main trends
will need to review their strategies, the message from Labour has been affecting small and medium-sized
having only dealt with a Labour clear, with Phil Hope former Minister organisations that campaign and
majority parliament. Some argue for the Third Sector, encouraging considers how these might develop
that the Conservatives have not organisations to ‘bite the hand that
 Future Focus 7 Future Focus 7 
Driver 1
Growth of consumer activism

Consumerism as a way of life has

become embedded in British society.
People increasingly think about individual
consumer actions as a way of effecting
change or expressing their values (e.g. ethical
consumerism). This is leading to a blurring
between lifestyle choices and what is
perceived as traditional ‘campaigning’.
This aspect of individualism is leading to a
rise in ‘me’ actions (such as boycotting and
‘buycotting’), which is seen by some as being
at the expense of more traditional ‘we’
actions like demonstrating.

10 Future Focus 7 Future Focus 7 11

Driver 1
Growth of consumer activism Moving forward:

Consumer actions (e.g. buying a wrist There is potential for

band for a cause) are often less time- the VCS to help translate How important will this driver be to your
consuming as they fit into people’s
hectic lives and require less sustained individual actions into organisation in the next five years?
affiliation with a cause (see driver 2). collective actions, particularly
But they often raise awareness of an in a recession. How can your LOW MEDIUM HIGH
issue, which can aid the next stage organisation sustain longer-
of a campaign.
term involvement from
Alongside this, there has been an
increase in policies and campaigns individuals who show an
which focus on the responsibility of interest in your cause at
individuals to change their behaviour, the check-out?
both in terms of consumer and
individual actions (e.g. Every Action Change is rarely achieved
Counts). This focus on individual exclusively through consumer
and consumer action can be both
empowering and disempowering.
action. Does your organisation
Though the public are very informed, present a range of options
their power to effect any change is (individual and collective)
arguably limited due to the power of for supporters to engage?
governments, corporations and global
institutions. How will consumerism
The growth in ethical consumerism has impact on your organisation’s
been partly driven by our increasingly campaigns?
affluent society. But if ethical goods
cost more, people may move away In five years’ time will the
from ethical consumerism during the recession have reduced the
recession, and instead look to collective
behaviour to effect change. The public popularity of consumer
may also increasingly turn to the activism?
government to achieve change
as their power to take individual Use the box to jot
consumer actions diminishes. down your thoughts.
12 Future Focus 7 Future Focus 7 13
Driver 2
More fluid activism

Although engagement with broad political

movements may be d eclining, the public
is certainly not apathe tic.
There has been an increase in campaigning
around single issues as people express their
values and political identities in new ways,
often through VCOs.
Driven by individualism and more complex
identities, people wish to engage with a range
of issues in a fluid way, moving regularly from
one cause and organisation to another.

14 Future Focus 7 Future Focus 7 15

Driver 2
More fluid activism Moving forward:

This is related to the popularity of Supporters increasingly want

consumer action as a way of expressing to engage in different ways and How important will this driver be to your
individual identity in a time-poor society
(see driver 1) and the ease with which lengths of time. How can your organisation in the next five years?
people can engage and create social organisation provide a spectrum
movements online (see driver 3). of engagement to all supporters LOW MEDIUM HIGH
Consumer action and the growth of including those who may not be
politics that emphasise individual choice interested in your wider mission?
over ideology have helped de-politicise
campaigning and resulted in people, Growing engagement in single
particularly younger people, building
their own ‘portfolio’ of political
issues could be converted into
engagement without being part a range of support (both financial
of any organisation. A person may and campaigning). How do
be part of a campaign but not you promote your organisation
a member of the organisation
organising the campaign.
(and campaigns) to potential
More fluid, individualised approaches
new supporters? Can you convert
to campaigning are less likely to lead your current volunteers/
to sustained affiliation with a cause or supporters into donors and
traditional political ideology, making vice versa?
recruiting long-term, committed
supporters or campaigners problematic. How will more fluid activism
This has major implications for impact on your organisation?
membership-based campaigning
organisations that rely on an active In five years’ time will today’s
supporter base and membership fees membership model of long-
for their existence and success. However,
the growth in single issues also has the term supporters no longer
potential to mobilise a greater number be viable?
and diversity of people which presents
huge opportunities for engagement. Use the box to jot
down your thoughts.
16 Future Focus 7 Future Focus 7 17
Driver 3
Growth of new technologies

The growth of interact ive and social

networking websites is facilitating connections
between those with si milar interests.
This makes it far easier for people to organise
themselves and take action. Technology is also
being used to build off-line movements.
E-campaigns can reach more people than
traditional campaigns. Though the engagement
may be shorter, the potential pathways are more
numerous (e.g. people may become involved
through an online forum, then become a member
of a campaign). However, technology (e.g. mass text
message campaigns) can actually turn people off.
ation levels peaked in 2004-05 as a result of EU
migration and are likely to remain high, though
there are signs that the recession is starting to
reverse this trend.8
18 Future Focus 7 Future Focus 7 19
Driver 3
Growth of new technologies Moving forward:

Technology has also raised the New media tools offer

expectation of the numbers of opportunities for VCOs How important will this driver be to your
supporters that campaigns need to
get noticed (e.g. online petitions). For to get their voice heard. organisation in the next five years?
social media to successfully enhance What role could these tools
a campaign, it needs sustained play in helping you quickly LOW MEDIUM HIGH
engagement and investment; keeping develop a campaign and
up to date with the fast pace of
technology is a continued challenge. mobilise people?
E-campaigns can present great New technologies have
opportunities (e.g. for people in isolated
rural areas) but many groups do not
created an expectation
engage with technology due to a lack of two-way conversations.
of skills or will, often due to their age or Can this add a dialogue
social background. New social divides and legitimacy to your
are also being created online.
campaigns? Should your
The collaborative, open nature of social role be as a facilitator of
media (e.g. blogging and forums) that
permits citizens to publish content campaigns organised by
anywhere, at any time, with a minimum your supporters rather than
of technological knowledge, can be being the organising force?
incompatible with the hierarchical
structure of organisations. It can change How will the growth of new
the balance of power in a campaign technologies impact on your
by permitting dissenting voices to be
heard, leaving organisations to consider
how or whether to control and In five years’ time will all
moderate these voices to retain their
reputation or brand. Organisations that campaigns need some
do not engage and permit open debate online element?
around key issues related to their
campaign are likely to be left behind. Use the box to jot
down your thoughts.
20 Future Focus 7 Future Focus 7 21
Driver 4
‘Professionalisation’ of campaigning

Campaigning is an area of VCS work that has

long resisted ‘professio nalisation’, but this has
changed and there are now National
Occupational Standar ds (NOS) and an
accredited course in c ampaigning.
This is part of a drive, from within the sector and
funders, to make campaigning a more effective
and transferable profession, based on skills
rather than issues. However, some single-issue
activists do not want transferable skills or see
themselves as part of the VCS.

22 Future Focus 7
Driver 4
‘Professionalisation’ of campaigning Moving forward:

Some activists, particularly Your organisation’s ability

more radical ones, believe that to demonstrate value for How important will this driver be to your
‘professionalisation’ detracts from
the dynamism of campaigning by money and conform to organisation in the next five years?
standardising it. The growth of non- ‘professional’ campaigning
violent direct action (NVDA) reveals standards may affect your LOW MEDIUM HIGH
a counter trend to ‘professionalisation’, funding for further campaigns.
though this is also becoming increasingly
organised and professional (see driver 6). How could you ensure you
The growth in ‘professionalisation’ do not miss out on these
is partly linked to a wider trend opportunities but still
around increased pressure on VCOs campaign using methods
to demonstrate greater impact and suitable to your organisation?
value for money to government, the
public and funders. New Labour have Could your organisation
shown a high level of support for
a ‘professionalised’ approach to
do more to develop and
campaigning, particularly through recognise the skills needed
extensive funding of programmes to campaign?
that support others to campaign
more effectively (capacity building). How will increased
As a result there has been much ‘professionalisation’ of
collaboration between the VCS and campaigning impact on
the Labour government on specific
campaigns (see driver 6). Although
your organisation?
the level of support for infrastructure In five years’ time will your
may change if the Conservatives form
the next government (see Setting the staff be working towards a
scene), support for ‘professional’ campaigning qualification?
standards and the importance of
demonstrating value for money Use the box to jot
and impact are likely to continue. down your thoughts.

24 Future Focus 7 Future Focus 7 25

Driver 5
Increase in competition and coalitions

Although campaignin g organisations have

always operated in a crowded space, a
growth in single-issue campaigns and new
technologies has res ulted in more
players and coalitions.
There has been an increase in private companies
setting up campaigning-style marketing drives to
create attractive brands (e.g. Dove’s ‘Real Beauty’
campaign). These campaigns can blur public
understanding of campaigns and encourage
shorter-term engagement as they are more
focused on awareness raising and consumer
action than direct action.

26 Future Focus 7
Driver 5
Increase in competition and coalitions Moving forward:

There has also been a growth in Some institutions are

collaborations between private harder to influence than How important will this driver be to your
companies and VCOs to market
products and raise awareness of others, could working in organisation in the next five years?
related ethical issues (e.g. the ‘Green collaboration with others
My Apple’ campaign with Apple and increase your effectiveness LOW MEDIUM HIGH
Greenpeace). These are part of a
corporate responsibility drive in the or raise the profile of your
business community. However, the campaign?
recession means ethical credibility
is a diminishing priority.5 And these With a multitude of
campaigns can polarise the sector individuals and different
as smaller charities and less popular sectors campaigning on
causes are less likely to benefit. Other
players on the campaigning scene
the same issues but with
include the rise of celebrities leading different aims, does your
large campaigns (e.g. Jamie Oliver) organisation need to
and tabloid campaigns. differentiate itself better to
Globalisation, technology (see driver ensure you achieve the change
3), and an increased awareness of
global challenges (e.g. unfair trade) you are campaigning for?
have also led to an increase in global How will the increase in
coalitions and social movements. Some
argue that the only force that could competition and coalitions
potentially challenge superpowers and impact on your organisation?
corporate globalisation in the future
will be a mass of people connected In five years’ time will the way
across the world. Coalitions based forward in a crowded space
on single issues can be particularly be through single-issue
successful but measuring the effects
of these campaigns past the initial campaigns?
awareness raising is challenging as they
do not continue to exist as one entity. Use the box to jot down
your thoughts.
28 Future Focus 7 Future Focus 7 29
Driver 6
Marginalisation of dissent

In the past decade, la rge scale terrorist

attacks have led to th e legitimisation of
stricter security and s urveillance as well
as the spread of invas ive technology such
as phone tapping.
There has also been an increase in laws and
practices that make it more difficult to operate
campaigns e.g. the procedures involved in the
Serious Organised Crimes and Police Act 2005.

30 Future Focus 7
Driver 6
Marginalisation of dissent Moving forward:

There has been a recent groundswell Access to government does

against this marginalisation of protest, not always result in real change. How important will this driver be to your
notably from groups who have not
previously aired discontent over such How can you ensure that organisation in the next five years?
issues (e.g. the tabloids). This is partly your engagement does not
due to the power of new mobile stop at consultation, but LOW MEDIUM HIGH
technologies to expose any suppression exerts real influence and
of dissent and challenge authority.
There is a growing awareness that leads to change?
coupling NVDA with good media
coverage can give organisations a seat
If the campaigning
at the negotiating table but there has environment becomes
been a public backlash against some more hostile, would your
NVDA campaigns. organisation consider using
Recessions can stimulate more tactics outside established
engagement and participation in
campaigns, often in the form of direct
political institutions?
protests (e.g. the poll tax demonstrations) When would this become
and NVDA. Recent wildcat strikes indicate appropriate and what factors
that such behaviour may re-emerge. would drive your decision?
However, Labour’s support for the
right of the VCS to campaign, and How will the marginalisation
influence policy, has led to more of dissent impact on your
collaborative ‘insider’ over ‘outsider’ organisation?
campaigns. This presents opportunities
to gain power but can undermine and In five years’ time will your
diffuse campaigning by reducing organisation be operating
independence and legitimacy. A
change of government may reduce ‘insider’ or ‘outsider’ campaigns
this level of co-operation and force or a combination of both?
‘insider’ campaigns to consider a
wider range of tactics. Use the box to jot
down your thoughts.
32 Future Focus 7 Future Focus 7 33
So what? Now what?
Considering strategic implications
for your organisation

Hopefully you now have a better understanding Selecting the most First of all, how important did you
think each of the six drivers would
of some of the key drivers affecting how changes important drivers be for your organisation?
to campaigning may impact on your organisation Driver 1: Growth of consumer activism
over the coming years. The next step is to turn
this information into choices about future actions. Driver 2: More fluid activism
Driver 3: Growth of new technologies
Driver 4: ‘Professionalisation’ of campaigning
Driver 5: Increase in competition and coalitions
Driver 6: Marginalisation of dissent
This process is covered in depth in How much time do you have
Looking Out: A practical guide to planning to consider these further?
for a changing environment but the If you’re short of time, pick the one or
following questions will get you started. two which are the most important for
Why not consider them with colleagues your organisation. If you have more
or with your trustees? time, consider more.
34 Future Focus 7 Future Focus 7 35
So what?
Strategic opportunities Thinking about
and challenges your stakeholders

You may already have started to jot down ideas Stakeholders are those who have an interest in
about what these drivers will mean for your what you do. Don’t forget to consider how these
organisation in the future. We suggest you develop drivers may impact on them, and how this may
these ideas a little more, perhaps by drawing up then influence your relationships.
a table like the one below.

Opportunities and challenges should Consider:

be medium to long term and focused
on the changes to your organisation’s Your workforce – both paid and voluntary
strategy that you may need to make.
Your users and beneficiaries – both direct and indirect
Your funders – individuals, corporates, trusts and
Driver Opportunities Challenges
foundations, statutory agencies
Other players – your competitors, your collaborators,
those who complement you, other VCOs, private sector
providers, public sector providers
Other stakeholders – the media, general public,
policy makers.

36 Future Focus 7 Future Focus 7 37

Now what?
Strategic opportunities

Once you’ve understood what the future could Why not develop some ideas and
options for these different types of
look like, you can identify actions that you can take opportunities? You could draw up a
table like the one below.
which will maximise opportunities and minimise the
negative effect of risks and challenges. It can be
helpful to think about three kinds of opportunity:

Improve – what opportunity does your new Improve Innovate Improvise

knowledge give you to do what you do better?
Innovate – what opportunity does your
knowledge give you to do different things?
Improvise – what opportunity does your new
knowledge give you to manage risks and threats?

38 Future Focus 7 Future Focus 7 39

Taking action
A case study

This example sets out the actions an organisation More 4 the Community (M4C) is a
community centre in Morecambe that
M4C has two full-time and two part-
time members of staff who run and
takes in response to these drivers to help put it campaigns on local issues to enhance administer the community centre,
the well-being of vulnerable groups but their campaigns are mainly driven
on a stronger footing in the years to come. This in the area. They have run a number by a core group of volunteers. They
organisation is fictional, but its story is based on of campaigns which range from also have other volunteers that become
lobbying the council to install better involved depending on the cause.
anecdotal experiences from real VCOs. street lighting in an area where older They receive a small amount of
residents live, to promoting better use funding from the local authority and
of contraception amongst teenagers. a grant-making foundation to support
Some of their campaigns are more their core staff but most of their
successful than others, often campaigns are run with no funding
depending on the cause. and are volunteer-led. Their latest
campaign is for the installation of
CCTV cameras in an area where
groups of young people have been
fighting, some with knives.

40 Future Focus 7 Future Focus 7 41

Taking action
A case study

• Fluid activism: M4C is finding that • New technologies: One of the • Professionalisation: Some of • Coalitions: M4C contacts other
volunteers are getting involved for activists is keen on getting the M4C’s previous campaigns have local organisations with an interest in
shorter periods of time than in the campaign online as a way of raising not been successful but they are not combating gang fighting to increase
past, usually just for one campaign, its profile and getting more people sure why. So they seek advice from credibility and gain support, and many
and even dipping in and out as the involved. M4C’s manager is resistant their local CVS, which has recently of them sign up. The national body
campaign progresses. However, at first because she is worried that developed new campaigning tools that campaigns on knife crime also
more people are getting involved in they may lose control of the campaign thanks to investment in capacity decides to support the campaign
some way than 10 years ago, and that people may make comments building and new National which receives a lot of positive
especially online. that reflect badly on the organisation. Occupational Standards (NOS) coverage from local councillors
However, their blog and presence on for campaigning. Some of the and media. Getting a local celebrity
Facebook and other social networking activists are resistant, seeing this to endorse the campaign raises the
sites brings in a huge amount of as bureaucracy and are hurt by what profile significantly as it receives more
support as well as local press they perceive as a suggestion that press coverage but the celebrity
coverage, and the activist maintaining they cannot be effective because starts to receive more credit for
it is careful to counter or remove any they are not paid campaigners. progress of the campaign than
inflammatory comments. M4C also However, some of the methods they M4C and this changes the campaign’s
set up an online petition which many start using have immediate effect focus. This damages the morale of
young people forward to their and they become more positive the volunteers and the organisation
peers. Although there are many about the use of such resources. struggles to recruit more supporters.
more signatures than campaign
volunteers, the petition allows them
to recruit some young people who
know the groups that are fighting.

42 Future Focus 7 Future Focus 7 43

Further information Appendix:
and support Notes and references
NCVO Third Sector Foresight Campaigns Central 1
See further information and
(Sheila McKechnie Foundation) support page 44 for details.
NCVO Third Sector Foresight
helps voluntary and community 2
L ooking Out: A practical guide
organisations to plan effectively to planning for a changing
Power and Change – Developing a environment
for the future with strategic
strategic response (NCVO, 2010)
insight and planning tools. lookingout
influencing_social_change 3
Conducted by the Office of
HelpDesk: 0800 2 798 798 the Third Sector (OTS) and
Textphone: 0800 01 88111 CC9 Guidance (Charity Commission) HM Treasury.
(minicom) 4
The State and the Voluntary
NCVO Strategy and Impact Sector (NCVO, 2009)
The NCVO team supports voluntary ICT Foresight 1: Consultation 5
BITC (Business in
and community organisations with and campaigning in the age the Community).
strategic planning, impact reporting, of participatory media
involving users and managing change. products-services/publications/
HelpDesk: 0800 2 798 798 ict-foresight-consultation-and-
Textphone: 0800 01 88111 (minicom) campaigning
Want to know more? ICT Foresight 2: How online
Louder – A home for online campaigns communities can make the net work for the VCS

If you would like to be kept informed about the Future Focus series, please
email your details to:
44 Future Focus 7 Future Focus 7 45
The Future
Focus series

National Council for Voluntary Organisations National Council for Voluntary Organisations National Council for Voluntary Organisations National Council for Voluntary Organisations National Council for Voluntary Organisations National Council for Voluntary Organisations National Council for Voluntary Organisations

Third Sector Foresight Third Sector Foresight Third Sector Foresight Third Sector Foresight Third Sector Foresight Third Sector Foresight Third Sector Foresight

Future Focus Future Focus Future Focus Future Focus Future Focus Future Focus Future Focus
What will our What will our How will we use How is local How are social What will the UK What will campaigning
funding be like volunteers be like new technologies democracy attitudes changing? population be like be like in 5 years’ time?
in five years’ time? in five years’ time? in five years’ time? changing? in 5 years’ time?

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46 Future Focus 7 Future Focus 7 47
Future Focus 7
What will campaigning
be like in 5 years’ time?

This is the seventh in a series of guides

to help voluntary and community
organisations think about likely changes
in their external environment and how
these changes could affect them.
A good analysis of the future does take time, but it’s not
impossible and shouldn’t be seen as a luxury. All organisations
can become more successful by spending some time improving
their understanding of the likely future external pressures they
will face and using this information to help make strategic choices
and plan ahead. These guides aim to help you do that.
To order more copies or download the pdf,
or freephone 0800 2 798 798

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