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Charity efficiency star rating mooted by entrepreneur philanthropist

Mike Clare, founder, Clare Foundation
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Charity efficiency star rating mooted by entrepreneur philanthropist 8

Governance | Celina Ribeiro | 11 May 2011

The entrepreneur founder of a new foundation has called on charities to reduce their spending on administration and suggested he might work towards developing a star rating system, ranking charities on their efficiency.

Mike Clare, an entrepreneur who set up the Clare Foundation in 2009, told an event at the Speaker’s House last night that charities should be more efficient and entrepreneurial.

“The average charity spends 20 per cent of its income on administration. My ambition is to reduce that to 15 per cent in five to ten years,” he said.

The philanthropist said that as part of his foundation’s drive to make charities more efficient and entrepreneurial, he would like to introduce a star rating system which would enable the public to instantly gauge the efficiency of charities they might consider donating to. This might be similar to the information on the Charity Commission website, he said, but more simple and recognisable.

Clare, speaking at the event organised by the Clare Foundation in Westminster, made further, and familiar, critiques of the charity sector more generally.

He called on the ministers present, including minister for civil society Nick Hurd, to reduce the red tape involved in running a charity and criticised the “nanny state” of charity regulation.

Clare also suggested that “160,000 charities in the UK seems far too many” and asked whether it was necessary for the UK to house “200 deaf charities, 200 blind charities, 500 cancer charities”.

He said that charities working in related fields should consider more collaboration, even simply sharing administrative facilities, and said that the Clare Foundation would “be delighted” to help charities negotiate mergers and collaborations.

Charities' stewardship of their major donors also came into the crosshairs. “It is so important for charities to involve their benefactors,” said Clare. “It keeps the generous philanthropist keen to learn more and then give more.”

Clare, who has appeared on the Sunday Times Rich List, mused on the contradictions about major philanthropists which can polarise opinion about those wealthy individuals who decide later in life to give away their fortunes.

“I don’t like to pay any more taxes than I need to, however I’m more than happy to put my hand in my pocket to give money to charity,” he said.

The Clare Foundation provides subsdised accommodation and business support services to charities. In its first year, it spent £544,000.

Jay Kennedy
Head of Policy
Directory of Social Change
24 May 2011

Am I the only one wondering why, if he thinks there are too many charities, he went and set up another one...?

Michael Hodgson
Director
Cause4Effect
13 May 2011

Given his role, I'm sure that Mr Clare is aware that charities working in certain areas of the third sector typically have higher 'admin' costs than others. I'm sure he also knows that some charities have to spend more on fundraising, due to the nature of their work and potentially a more limited 'appeal'. Finally, I'm certain he knows that charities can, shall we say, 'manipulate' or 'massage' their admin figures so that they can claim to have 15%, 10% or even nothing at all through their accounts or marketing materials, at the same time revealing nothing about the charity's impact on the world.

Knowing all of this, I'm also sure that Mr Clare is keen to ensure that his foundation may fund charities that are trying out new, unproven, risky and "entrepreneurial" strategies, potentially helping more people in a better way (effectiveness), at the risk of not working and creating additional costs.

Carl Allen
12 May 2011

The 5E's are effectiveness, efficiency, economy, equity and engagement.

There is a sequence and an equation.

But the sequence is not straight, of course.

Geoff Knott
11 May 2011

Well done Mike. Great points raised re consolidation in the sector, efficiency and donor involvement. Consolidation happens naturally in private sector with acquisitions, etc but not in Charity sector. Trustees also not risk takers. It needs a mindshift and some legal changes. Re efficiency, you need set of ratings on both efficiency and effectiveness. There are solutions to the above.

Anne Bren
11 May 2011

The views expressed by Mike Clare, as summarised here, evidence what charities are up against when dealing with funders. Whilst the enlightened people at NPC call for funders to pay charities to measure their impact, many funders are still scrutinising inputs and processes and using these as the basis of measuring charities' achievements. How about a star rating system for impact?

Kevin Nunan
11 May 2011

There are about 10,000 grant making foundations in the UK. Will they all be merging soon?

Sara Thomas
11 May 2011

Efficiency is not the same thing as effectiveness!

Nigel Scott
Courses Director
London South Bank University
11 May 2011

Yet more uninformed comment. Where does this man get his 20% figure from? Does he include in that the time and effort involved in making grant applications? The headline says it all - entrepreneur philanthropist - make as much profit as I can out of the sector and then give it back selectively!

Informed debate is needed but the focus, Mr Clare, is on effectiveness not efficiency. That is far more important to most people in the sector and to most of its funders.

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