Our Co-founder, Chris Martin, read all 162 pages so you don’t have to. Here are his hot takes.

The Charity Digital Skills Report 2025 has arrived, offering a fascinating, albeit somewhat sobering look at how the UK charity sector is faring in our increasingly digital world. 

While there’s plenty to celebrate, a few key findings (in my professional opinion) highlight some persistent digital dilemmas. And the echoes I hear from our public sector colleagues suggest that we are all navigating a very similar, albeit slightly different, digital maze.

Charities report a sense of digital progression, more than adoption 

It’s genuinely heartening to see that 63% of charities have managed to make digital progress this year, with a commendable 75% still viewing digital as a priority. That’s real dedication, especially when the ‘cost of living crisis’ is putting such a squeeze on everyone, especially organisations that rely on donations. 

However, here’s where the eyebrow raises: a noticeable dip in digital strategy adoption, down to 44% from 50% last year. It seems many charities are still in the “winging it” phase when it comes to long-term digital planning. The culprit? Often, that pesky “lack of headspace and capacity” – a barrier for 63% of respondents. This feels familiar for those in the public sector too, doesn’t it? Trying to innovate strategically when you’re already stretched so thin can feel like trying to build a new roof during a downpour.

Surprise surprise, your volunteers may have the answers

Now, let’s talk about the unsung heroes: our volunteers. The report indicates that “staff/volunteer digital skills” are a hurdle for 40% of charities, which, credit where it’s due, is an improvement from last year. And yes, 43% are prioritising boosting these skills, which is fantastic. 

But here’s the subtle point: when charities seek digital guidance, only 11% cite “a volunteer” as a source. This suggests that while volunteers are often digital natives or enthusiastic adopters, their expertise might not always be formally recognised or systematically leveraged. 

There’s a real opportunity to empower these incredible individuals with more structured digital training, transforming them from informal helpers into recognised digital champions. This is a potential goldmine for the public sector too. Imagine the impact of digitally savvy community volunteers!

AI: dabbling at the coal face, but work to do at leadership levels

Of course it’s AI – the new kid on the block who’s suddenly everyone’s favourite (and most perplexing) innovation tool. The report proudly states that 76% of charities are now dabbling in AI, a significant leap from 61% last year. They’re using it for everything from administrative tasks (48%) to drafting documents (50%) and even grant fundraising (36%). 

But hold your horses, because here’s the kicker: a worrying 36% of charities say their CEO has “poor AI skills, knowledge and confidence,” and this jumps to a hefty 44% for board members. This isn’t just a minor glitch; it’s a flashing red light. As the report wisely puts it, without addressing these leadership gaps, the sector risks “implementing emerging technologies without proper governance and strategic foundations”. In essence, we are embracing the shiny new tools without knowing how to wield them responsibly.

This brings us to the rather thorny issue of risk management, especially for our leaders. It’s a bit like buying a powerful new car but forgetting to pass your test or check the brakes. While it’s brilliant that 48% of charities are now developing an AI policy (a threefold increase!) and 36% are reviewing data protection, the figures for truly proactive risk management are less impressive. A meagre 23% are updating their risk registers, and only 20% are actually undertaking regular assessments of AI risks like bias and misinformation. 

This isn’t just academic; it’s fundamental. For charity and public sector leaders alike, a casual approach to AI risk is a recipe for potential disaster – think data breaches, unintended biases impacting vulnerable groups, or a significant loss of public trust. Thankfully charities still enjoy high levels of public trust, second only to doctors, but we simply cannot afford to ignore these “what ifs” as we charge headfirst into the AI era.

Calls to action: what’s recommended?

So, where do we go from here? The report’s “calls to action” are, in my assessment, spot-on and frankly, quite urgent. The ones that jumped out for me include:

• CEOs need a Clear Digital Vision: because without a compass, even the most enthusiastic digital pioneers can get lost.
• Robust Digital Strategy Development: a roadmap for success, not just a vague idea of where we’re going.
• Stronger Data Capabilities: turning raw data into compelling stories and informed decisions.
• Addressing AI Leadership Skill Gaps: equipping our leaders to lead truly, not just delegate, in the age of AI.
• Championing Responsible AI Adoption: because powerful tools demand thoughtful and ethical handling.
• Recognising Digital Costs as Core Costs: it’s not an optional extra; it’s the engine of modern operations.
• Dedicated Support for Small Charities: because the digital divide is real, and smaller organisations need a leg up, not just a pat on the back.

Volunteering is of course just one element of your work where digital has a role to play, but if that’s your focus then you’re in luck – because the Digital in Volunteering Initiative is here to help.

Our Toolkit can help you to uncover your vision, plan a digital volunteering strategy or explore the latest digital trend. And our Community of Practice is the place to share your knowledge and ask your peers about what they’re trying, and how it’s working out. Both are completely free to access. Head over to the website to find out more.

Summing up

In essence, the Charity Digital Skills Report 2025, while celebrating progress, serves as a powerful reminder that the digital journey for charities and the public sector is far from over. It’s a call to action for more strategic thinking, more informed leadership, and more realistic funding. Let’s hope these crucial messages are heard loud and clear, so we can collectively navigate this digital maze with confidence and competence.