Charity meets strategy: the mKTP that reimagined a charity's engagement model

Charities and third sector organisations tend to be in the minority of KTP applicants, but the success of this project proves that it is possible, even with constrained resources, to access the facilities and expertise needed to innovate and create lasting change.  A charitable organisation supporting vulnerable children and young people, sought to modernise its business practices and enhance stakeholder engagement through digital transformation.

The organisation faced challenges in marketing, stakeholder communication, and sustainable income generation, particularly in the wake of the COVID-19 pandemic. The aim was to develop a sustainable business model, improve internal capabilities, and increase revenue through enhanced digital outreach.

Through employment of a qualified graduate as the Associate, supported by the University of Hertfordshire’s academic staff’s expertise, the organisation embarked on a 32-month Management Knowledge Transfer Partnership (mKTP) from January 2022 to September 2024. The project aimed to embed strategic change management, develop an online platform, and build internal marketing capabilities to support long-term growth and impact.

The mKTP Associate worked at the charity to conduct extensive stakeholder mapping, including a thorough political, economic, sociological, technological, legal and environmental (PESTLE) analysis. Implementing management theories such as stakeholder engagement and resource-based view to identify organisational gaps. An early win for the charity was bringing marketing functions in-house, instead of relying on an external agency, leading to cost savings and improved content quality.

A new organisational structure was introduced, including a ‘Senior Leadership Board’ designed to support innovation. The Associate led the development of a new website aligned with the organisation’s branding, launched a youth-led podcast, and created a digital platform for the project. These initiatives were funded by the award of a large grant, which would not have been possible without the improved bidding skills provided by the mKTP.

The University provided expertise in business model design, change management, and digital transformation, supporting the Associate and charity to embed new, sustainable practices in digital presence and stakeholder engagement. Creation of in-house marketing capabilities improved outreach, resulting in increased donations, volunteer engagement, and grant application success. The new digital platform and podcast empowered children and young people, extending the organisation’s reach in the community.

Following the successful completion of the mKTP, the Associate’s role was retained - ensuring continuity and driving forward key initiatives such as AI integration and the development of a new Management Information System. This decision marked a commitment to sustaining the momentum of change sparked by the project.

The ripple effects of the partnership extended far beyond internal systems. The charity saw tangible improvements in service delivery, particularly in early intervention strategies for at-risk youth. Organisational resilience was strengthened, enabling the charity to adapt more effectively to challenges and opportunities. Meanwhile, the academic team gained first-hand insights into third-sector innovation, enriching both their research and teaching.

Among the standout achievements of the mKTP were:

• the embedding of robust change management and digital marketing capabilities within the charity;
• a successful bid made possible by enhanced proposal quality;
• a notable increase in stakeholder engagement and charitable donations;
• empowerment of young people through digital platforms;
• academic contributions that informed curriculum development and advanced sector-specific research;
• long-term employment of the Associate, ensuring that the progress made during the project continues to evolve.

The project would not have been possible without the mKTP framework, which provided the structure, funding, and academic support necessary to drive meaningful change in a resource-constrained charity.