When we published the first Charity Digital Code of Practice in 2018, none of us predicted that within two years, a global pandemic would force the entire sector online overnight. Nor could we have foreseen that by 2025, artificial intelligence (AI) would be the technology everyone was talking about, and worrying about.
The original code proved its worth during the pandemic. Charity leaders turned to it as they grappled with remote working, digital service delivery, and keeping supporters engaged when face-to-face services disappeared overnight.
But by 2024, it was clear we needed to go further. The conversations I was having with charity leaders had changed completely. They weren't just asking about basic digital skills anymore. They wanted to know: “Should we be using AI? How do we buy technology that actually works? What do we do about data when the regulations keep changing?”
Our user research, involving over 60 charity leaders, confirmed what many charities already know. The sector is wrestling with challenges that didn't exist in 2018, and the original code wasn't equipped to help.
The 2025 update isn't just a refresh. The digital world has fundamentally shifted, and charities need practical guidance to navigate it successfully.
What we’ve changed
Rather than treating AI as a separate chapter, we've introduced AI across every principle in the code. This reflects the reality that AI decisions aren't just for charities’ IT teams anymore – they're organisational decisions that need proper governance.
We've defined the different forms of AI to give charities the foundation for informed conversations about what's right for them.
The pandemic showed us how data-driven charities could pivot quickly, reach new audiences, and demonstrate impact when it mattered most. But it also highlighted the risks.
The new data principle helps charities adopt a data-driven approach while practising sufficient safeguarding and protecting the data of beneficiaries, employees and other stakeholders.
We've added guidance on how to buy digital products and services and expanded our cybersecurity advice. The user research told us these were areas where charity leaders needed more support, and the updated code responds to that need.
We've also enhanced the glossary and extended advice on inclusion, alongside many other changes throughout, to ensure every sentence provides best practice advice.
Charities large and small
These changes address the pressures charities face every day. If you're a CEO trying to understand whether AI will help or hinder your mission, the code provides a framework for making informed decisions. If you're a trustee struggling to provide oversight on digital issues you are still learning about, there are clear principles and the right questions to ask.
For small charity leaders juggling multiple responsibilities, there's an abridged version that focuses on the essentials without overwhelming you.
This update involved hundreds of people across the sector. We recruited a steering group with representatives from ACEVO, CAST, the Charity Commission, Charity Finance Group, Microsoft, and Wales Council for Voluntary Action. Meanwhile, our review board consisted of volunteers from different charities across the UK, all holding leadership positions.
This collaborative approach matters because digital challenges affect us all. We're stronger when we tackle these issues together.
Reinforcing good governance
The updated code is designed for regular use, not to gather dust on a shelf. The code should be used to benchmark progress in digital and to inform key digital decisions. Some charities may wish to make digital a standing item at board and leadership meetings.
We've hosted the code on the Charity Digital website with a bespoke homepage. Charities can access individual principles on their own web pages, ask our AI bot CAI quick questions, or download the PDF and navigate to specific sections using the contents page.
Most importantly, remember that the code works best alongside other resources like the Charity Governance Code, Cyber Essentials, and other sector guidance. Digital isn't separate from charities' core work – it's how that work gets done in 2025.
The digital world won't slow down for us, but that doesn't mean we have to be passive passengers. With the right frameworks and a collaborative approach, we can ensure technology serves our missions rather than overwhelming them.
The 2025 Code of Practice is our sector's roadmap for that journey. It won't solve every digital challenge charities face, but it will give them the tools to make better decisions and the confidence to move forward.
The code has been a brilliant collaborative effort, but the collaboration should continue long into the future, and we hope to update it again. We hope the updated code reinforces what good governance is about – making informed decisions that serve charities’ beneficiaries and advance their mission, whatever technology comes next.
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