Shaw Trust rebrands with new strategy

03 Sep 2020 News

The Shaw Trust has unveiled a new brand and a 10-year strategy, as part of a series of changes initiated by its chief executive.

The employment charity says that the brand was developed in-house over seven months and at “minimal” cost, after it decided not to proceed with a contract with an external agency.

Accessibility Services, a social enterprise linked to the charity which tests digital and physical accessibility, advised on the process.

Brand will be 'phased in'

The charity said in a statement that the work was part of a wider programme to “bring together a family of brands due to be phased in across all parts of the organisation”.

Shaw Trust’s size and income expanded substantially after 2017, including the multi-million acquisition of private firms whose work will now share the same branding. The falling value of intangible assets associated with those acquisitions was one explanation given for the charity's large financial losses in 2018-19.  

Commissioners and users

Chris Luck, chief executive of Shaw Trust, said: “We are proud of the quality of delivery and performance of our multiple divisions and brands.  

“However, the time is right for our organisation to deliver its impact under one brand, rather than the different ones we currently use.

“This will allow us to build greater recognition, trust and reputation with our commissioners and users.”

The new brand is not yet used on the charity’s website.

Core strategy

The strategy paper identifies two “core” concepts for the charity’s work up to 2030: to bring together its staff, volunteers and assets to “create unmatchable strength” in working with beneficiaries; and joining-up support so that people in need of help do not receive “piecemeal” services.

It says that Shaw Trust will be “robust, resilient and innovative” in its work.

Carry on bidding

Writing in the introduction to the paper, Ken Olisa, chair of Shaw Trust, suggests that the charity will continue to bid for and deliver substantial government contracts.

Olisa writes: “From the Treasury to the [government] departments, there is an acknowledgement of the need to fund partners who have the scale to make a difference but the sensitivity to ensure that interventions deliver sustainable outcomes.”

The paper also says Shaw Trust will “partner with small to medium-sized organisations wherever possible” to work with “people who are expert and rooted in place”.

It says the charity aims to pay a real living wage by 2025 or earlier. This would bring Shaw Trust in line with the 1,800 UK charities which currently pay the real living wage, including the Joseph Rowntree Foundation and Action on Disability.

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