Learning Outcomes & New Directions
The Society used their financial data to support discussions enabling a review of how core funds were being utilised. For example, the Victorian Society had completed a refurbishment of their offices in London prior to the Pandemic. In light of the success and popularity of homeworking among their staff, they explored the idea of generating income by letting out their unused office space to other businesses.
Additionally, due to the fact that the Victorian Society were updating their financial and membership management system, they took the opportunity to look at how their data was processed. They examined how the processed data was reported to senior leaders and trustees, in order to inform decision-making at each level of the organisation.
Connecting with other leaders encouraged confidence and helped the Victorian Society to find further avenues of ongoing support.
The Society, like many other heritage amenity societies, does not readily fit the criteria for the heritage grant-making bodies because it doesn’t have a single community or building open to the public.
The consultants recommended establishing a more commercial mindset to offset reductions in grants, memberships and donations.
Membership for the Victorian Society, as for many other heritage organisations, was no longer an area of growth during the Pandemic, which had put significant additional strain on this area of income. Part of the consultancy looked at how to make membership more attractive for a broader audience in the future, with membership now growing.
Private giving and legacy giving are existing elements of the Victorian Society’s fundraising activity, but are not an area that is easy to grow or predict. The fundraising strategy has taken account of this changing picture of support.
The Victorian team welcomed the opportunity to think about Wellbeing for individuals as well as how to create and structure a culture of wellbeing for the organisation. This learning felt unusual and timely.