I’m sure you saw Andy Murray’s maybe-retirement announcement recently, and the media reaction to it. It was hard to miss.
Aside from the sporting implications, his display of human emotion felt all-too-rare. Most sportspeople give little away beyond guarded responses and cliches, seemingly ever-suspicious of media intrusion and conscious of sponsor obligations. In the often male-dominated world of sport, real emotion and honesty are frequently still associated with weakness. Yet the media response to this fateful press conference in Melbourne was overwhelmingly positive.
I’m not a huge tennis fan, but I’m fascinated by the transformation in Andy Murray's public reputation. Back in his early days, he had a reputation for being surly, bland and seemingly mistrustful of the media. In return, he was firmly portrayed as a Scottish rather than a British sportsperson, not helped when he made his infamous “anyone but England” comments ahead of the football World Cup in 2006!
While much of this transformation is down to sporting success, his personality and honesty have played a part. He’s not afraid to stand up to perceived injustices and voice his views on difficult issues such as gender equality and Scottish independence. And following his recent openness about his physical and mental struggles with injury and pain, his public stock has never been higher.
Watching Andy Murray reminded me just how refreshing, disarming and impactful authentic honesty can be. This is an under-used tool in the charity sector.
Charities are often brilliant at holding up a mirror to society and making people notice and care about injustice. But are we always good enough at holding up a mirror to ourselves? And what holds us back?
When you’re short of time, it can feel easier to present a simple, sanitised version of yourself and your work. Crafting messages about your struggles and weaknesses feels like it must be done carefully. After years of negative media coverage about charities, it's natural to want to present yourself positively: we know exactly what we’re doing, and every penny we spend goes to plan.
I don’t think it always has to be like this. Here are a few ways of showing your more honest side, and why it's worth the time and effort:
1. Show that your work is challenging and things don’t always go to plan
Many projects are complex to deliver. Talking about your setbacks gives people an insight into what your work is really like and makes them more emotionally invested. Think of the narrative of any good film or book - it's rarely plan sailing to the end, and the setbacks draw you into the story.
Great fundraising is often a response to adversity. For example, in 2014, Manchester Dogs' Home raised £1.2million in 48 hours after a devastating fire. Communities rally around organisations in times of crisis, particularly with the rise of crowdfunding. Hopefully you won't experience a disaster, but being honest and open about minor setbacks – for example if you experience a delay or issue with building work after a capital campaign – can help you to raise vital extra funds if needed.
2. Trusts and foundations reward honesty too
It’s not only public fundraising – honesty with funders usually pays too. With the precise focus on outputs and outcomes, we can often feel mortified if we're unable to deliver a project exactly as planned. However most funders are too experienced to expect everything to go as planned. If there's a hitch they’re usually on your side – they want things to go well too, and are often surprisingly willing to help.
I know one charity that's delivering a big six-figure project. They rely heavily on volunteers, but had struggled to find a good volunteer coordinator, and failed to achieve some outcomes as a result. Instead of disguising or finding excuses for this, they explained the situation honestly in their mid-project report. The funder’s response: how much would it cost to increase the hours of your volunteer coordinator post and pay a better salary to find the right person? A top-up grant of £10,000 was on its way a few weeks later.
3. Involve your supporters in decisions that affect them
I often see charities second-guessing how to communicate with their supporters. Would they prefer a monthly or quarterly newsletter? What types of story do they most want to hear about? Will they prefer Event A or Event B? Staff often have differing opinions, but rarely think about actually asking supporters.
Perhaps charities assume their supporters won’t appreciate the question – will they feel the charity should know the answer already, or simply not bother to respond? However, consulting your supporters on important decisions shows a willingness to learn and leads to better engagement and more reliable insights. The real honesty here is asking for advice, and admitting that you don't have all the answers.
4. Handling complaints well is worth its weight in gold
We all make mistakes sometimes, but it's too easy to respond with a weak excuse or with the defence that "we're just following our policy". Have you ever responded to a complaint with: “You know what, no excuses, we just got this wrong”?
Most supporters complain because they care, and want to give you a chance to get things right. They’re not trying to catch you out. They’ll usually understand if you made a mistake because, guess what, they also make mistakes sometimes. A well-written apology and honest explanation actually builds trust and appreciation for what you do - several times I've seen this not only salvage a relationship with a donor, but also lead to increased support.
5. Show the people and personality behind your work
Finally, being honest is also about showing what your work is really like – even if you look stressed, your desk is messy and your office is cramped! Showing the real you leads to empathy and familiarity more than judgement or criticism, in my experience.
In my first job in the sector, I ran a major student fundraising event. We frequently tried to post photos on social media of us sending out welcome packs, taking deliveries of T-shirts or welcoming new staff. Our fundraisers genuinely liked this – for some reason, most seemed to think we were running the event out of a broom cupboard, and were amazed that the charity had a ‘normal’ office! It helped people to get to know us and appreciate that we were a professional organisation doing a lot of work behind the scenes.
So thank you Andy Murray for the reminder about the power of honesty - and if you've got any other tips or stories about putting this into practice with your supporters or donors, we'd love a comment below!
I had a lovely trusts and foundations blog planned for this week. I really did. But it’s going on hold for a few weeks, because I’ve been bitten by the World Cup bug.
I’ve been a football fan since around 1994 (more on that later). However, for perhaps the first time, I didn’t feel too excited during the build-up to this World Cup. A combination of England’s seemingly bleak prospects and the questionable ethics of hosting the tournament in Russia left me feeling a bit underwhelmed.
Then the first ball was kicked and I've been captivated again - from the novelty of catching a few minutes of Portugal v Morocco at lunchtime to the joys of watching flamboyant surprise packages like Mexico and Senegal, and of course the typical emotional rollercoaster of an England game.
Amid the drama and entertainment, there are also a few handy lessons to be learned by fundraisers and charities:
Pride and motivation go a long way
Hands up if you predicted that Russia would be the top goalscorers and best entertainers so far?
Going into the tournament, there was a general sense that Russia had picked an incredibly bad time to assemble a weak squad. Nobody – including many Russian pundits – was talking about how far they could progress, only hoping that they wouldn’t embarrass the host nation.
In their first game, Russia put five past Saudi Arabia, before a stylish 3-1 win over Egypt on Tuesday. A seemingly ordinary team have thrived in the spotlight and been transformed in front of thousands of partisan home fans.
You probably can't find thousands of Russians to cheer on your fundraising team (and it might be a bit distracting anyway). But creating the right circumstances for people to thrive, and feel confident and comfortable in their work, is just as important as having skilled staff. If you can do more to make your team feel proud of their work, motivated to do a great job and clear about the end goal, they might be able to achieve more than you expect.
You can also punch above your weight if you play to your strengths and develop a clear plan
Russia aren’t the only team to raise eyebrows so far. Mexico secured a famous 1-0 victory over Germany, while Iceland claimed their latest scalp with a gutsy 1-1 draw with Argentina.
These two performances had something in common – both teams worked incredibly hard as a unit and had a clear gameplan, focused on playing to their own strengths and exploiting the weaknesses of their opponent.
This is also the key principle of a good fundraising strategy. You don’t need to be brilliant at everything to raise the money you need – just identify a few things that you do well, create a clear plan for maximising your return in those areas, and explain to everyone how they can play a part in getting it done.
Appropriately enough, this week is Small Charity Week – so an ideal time to celebrate the power of punching above your weight.
The power of a shared cause and dream
Even in the modern day of mega-rich football club owners and eye-wateringly big TV deals, it's still the fans that really light up any World Cup. I love the atmosphere and the colour, and seeing the passion of people who travel thousands of miles to watch their team. How many other events inspire people to give up their jobs and sell their possessions so they can be there?
Football fans are united by a sense of shared identity and a collective dream - and charities can tap into a similar feeling. People don’t support your cause because of who you are, or what you’re doing, but why you’re doing it. If you can articulate a clear vision, people will remember you and feel inspired to support your work – whether you’re trying to cure cancer, end child cruelty or make your local area a safer and better place.
Be willing to embrace change
A big talking point at this World Cup has been the introduction of VAR (Video Assistant Referees). In an attempt to reduce refereeing mistakes, certain key decisions are now referred to professional referees in a TV studio, who can review the incident from multiple angles and recommend that a referee overturns their decision.
VAR was first trialled in the UK during cup competitions last season, and was widely ridiculed. It caused long delays in play, confusion for fans in the stadium and on TV, and still got many decisions wrong. However, the system has quickly improved – while still not perfect, it’s already resulted in many correct decisions about penalties and goals at the World Cup, and is gradually being accepted as a positive development in the game.
The lesson is clear – when you try to make changes, particularly involving new technology, you’ll often face teething problems and encounter resistance. For charities, this often comes from donors, staff and trustees.
Trying to introduce a new CRM, run your first crowdfunding campaign or dabble in virtual reality technology is unlikely to be a pain-free experience. But people may change their views quicker than you expect, and you'll benefit from taking the time to iron out problems. In 6-12 months, you'll probably be glad you pushed through the change.
Tastes change over time
While I’ve been rapidly sucked into this World Cup, I haven’t always been a football fan. My first distant World Cup memories are from USA 1994, but they're not good memories. Apparently I came home from school, turned on the TV to watch my usual cartoon, found it'd been cancelled for the football, and threw a tantrum.
My parents like to remind me that I spent the next few hours sulking and cursing “stupid football”. I’m not sure what happened next, but by Euro 1996 I was a total convert, screaming the house down as we thrashed the Netherlands 4-1 at Wembley – one of my favourite football memories.
People’s tastes and circumstances change over time, and fundraisers need to stay on top of that. A student volunteer might not be in a position to donate to your work now, but may feel totally differently after five years in their graduate job. Your major donor might gradually lose interest in Project A, but start to really value the impact of Project B over time. Event trends come and go out of fashion, often leaving you scratching your head.
That’s why it’s so important to keep building genuine relationships with your supporters, recording what you learn from conversations about their interests, and developing personalised asks to match. This will help you develop a more engaged supporter base, and ultimately raise more money for your work.
But that's a job for tomorrow. Tonight you need to get home in time for Argentina v Croatia at 7pm - it's going to be a cracking game.
In the world of fundraising, I can't think of a more anticipated and talked-about date than 25 May 2018. It feels like the countdown to the General Data Protection Regulation (GDPR) coming into place has been going on forever, but now we're barely two weeks away from the big day.
Don't worry - this isn't another blog telling you how to get ready for GDPR. There are plenty of them already. I'm interested in the longer-term view - how could public fundraising fundamentally change as a result of the introduction of GDPR, and what should charities be doing now to stay ahead of the curve?
A friend of mine, who works in fundraising compliance at one of the big charities, set me the challenge of writing a blog about 'Public Fundraising 2.0' in the brave new world after GDPR. So I've dusted off my crystal ball and shared a few ideas...
Successful charities will focus on better relationships with fewer donors
There's no getting away from it - opt-in consent will make it harder to capture usable donor data and mean fewer contacts on your database. Gone are the days of adding big batches of contacts to your newsletter list gathered through business card drops, event contact lists and via your supporters' own fundraising efforts (arguably many of these methods weren't compliant pre-GDPR anyway, but many charities are only now clarifying their obligations in relation to existing Privacy and Electronic Communications Regulations (PECR)).
It's easy to see reduced data capture and fewer contacts as 'A Bad Thing'. After all, the traditional donor pyramid approach is very clear - capture enough new contacts at the bottom end and do a few clever things to nurture them, and you'll eventually have more high-value donors and legacy givers at the other end:
Although this approach is often accused of being outdated and fundamentally flawed, I think it has its merits (but that's a topic for another day). However, there's no doubt it's been working pretty badly for most charities. There's too much focus on quantity over quality - why keep building a database of passive contacts who rarely or never engage with your charity, when you're not investing in the capacity to communicate with people on a personal level or the analytics to evaluate what approaches are actually working?
Soon you'll find it much harder to build up your mailing list - or maybe you won't even have much of a mailing list at all, if you've been seeking fresh consent for GDPR - so you may as well start focusing on quality instead.
This means taking the time to use the data you have to personalise your communications as much as possible and segment your contact list more intelligently, making your mailings more relevant and targeted. You're only allowed to store personal data that you use anyway - so if you're collecting it, you ought to be acting on it.
Smaller charities may finally unlock the potential of major donors and legacy fundraising
A smaller contact list means two things - more time to focus on the supporters you do have, and fewer opportunities to get things wrong.
Retaining donors will become even more important, so charities have to be able to delight and inspire their donors. This should mean better thank you letters, more personalised follow-ups after events, and CEOs and trustees dedicating more time to meeting and cultivating high-value prospects.
Major donor fundraising and legacy fundraising have long been undervalued by smaller charities, who are often put off by the lead time and initial legwork involved. Now this might start to seem like a more obvious route, as high-volume individual giving starts to feel like a more difficult and less profitable pipe dream. If smaller charities start to realise the benefits of investing more time (and senior management time) in cultivating donors, I suspect we'll start to see an increased focus on major donor and legacy fundraising.
The value and popularity of communication channels will gradually change
If you do still want to focus on mass marketing, you may need to reconsider which channels work best. The high bar set for the level of consent you need means that email marketing could become a fading force - mailing lists are shrinking, people unsubscribe at the touch of a button, and emails are increasingly being caught in intelligent spam filters.
Meanwhile, unaddressed mail requires much less in the way of consent - so while this is a blunt instrument and the precise opposite of a personalised approach, it's likely to become more popular. It won't become an effective tool overnight, but could start to look more attractive to charities struggling with email marketing. As a result, more cost-effective and creative approaches to unaddressed mail will start to emerge over time.
Social media fundraising will also finally start to take off. Successful charities will focus less on trying to capture email marketing consent from followers, and more on engaging with these people meaningfully within that platform. The new Facebook fundraising tools mean that people don't need to be on your mailing list or even visit your website to spontaneously donate. So why spend time on your dwindling mailing list when you could be mastering these tools or making sure you reply to every single follower quickly and personally?
These changes will happen gradually, so you'll need to keep your ear to the ground and not assume that what worked best yesterday will still be the best option tomorrow. Which brings me to...
Charities will have to collaborate more to make sense of a tricky new world
With the whole sector taking a battering for its fundraising methods, charities need to work together to find the best way forward.
Of course there's naturally competition between charities, but we'll all raise more if we help each other to win back the trust of an increasingly sceptical public and deal with the challenges of GDPR. Large charities have access to more supporters - and therefore more meaningful test data - than smaller charities. Charity A might be more experienced with a specific audience than Charity B. One of your fundraising campaigns may have backfired spectacularly in a way that other organisations could learn from.
Some fundraisers are already collaborating to great effect - the immensely useful Fundraising Chat group on Facebook has topped 6,000 helpful members, but that's the tip of the iceberg for the sector as a whole.
Choosing the right third party platforms will be vital
Your Data Protection compliance and data capture methods are only as good as the third party platforms you use - whether that's Facebook, Mailchimp, Justgiving or any other system.
With data security high on the news agenda, people are becoming more cautious about sharing their data online - so platforms that are trustworthy and creative in how they gather data will be worth their weight in gold. Choosing the cheapest option may be a false economy, and free platforms are often free for a reason.
I recently worked with a charity running their first ever crowdfunding campaign. Despite setting an achievable fundraising target, they knew a lot of work would be involved - so the true value of the campaign would come through the long-term value of the donor relationships they built, more than the short-term income.
They successfully hit their target, but their crowdfunding platform was tricky to use and hadn't given much thought to donor consent. As a result, the charity felt unable to add the donors to their database, or even email them again to seek consent. A different platform, even with higher fees, would've resulted in a much more valuable campaign.
More fundraising will become product-based, and maybe not really fundraising at all
Without a sizeable supporter database, we'll become more reliant on profitable one-off interactions than repeated asks - but maybe that's no bad thing.
With charities increasingly picking up the slack for spending cuts and social inequality, an increased number of appeals feels inevitable. But fundraising is arguably reaching saturation point in terms of how much it interrupts our daily lives - in the streets, at our doors, on TV and through our letterboxes.
One way to address this is to make fundraising a more welcome part of people's lives - through gamification, collaboration with retailers or social media stars, or events that are profitable based solely on selling people a good experience rather than capturing their data for long-term fundraising. This focuses on the product instead of the ask. It blurs the boundary between fundraising and broader income-generation, and sometimes isn't really fundraising at all.
We recently published this blog on the need for more non-disruptive fundraising, which is only going to become more important after the introduction of GDPR. Have a read now to get some inspiration if you haven't already.
If you were asked to create an ethical fundraising policy, what would you do and where would you start?
With the latest wave of bad news stories – especially the Presidents Club scandal, which saw charities scrambling to hand back donations – I’ve been contacted for advice by several organisations who, quite sensibly, want to avoid getting in a similar position themselves.
An ethical fundraising policy sets out what your organisation is willing to do and not do in relation to fundraising, based on some agreed ethical principles. This often includes (but shouldn't be limited to) when you may choose to reject a donation.
If this sounds like a straightforward exercise, it shouldn’t be. It goes without saying that ethics aren’t black and white, so putting together this policy must involve careful thought and reflection.
Here are six guiding principles to keep in mind if you're creating an ethical fundraising policy:
1. Start a conversation - don’t search for a template policy
A common mistake is to assign this task to one member of staff, and ask them to find an example policy that can be adapted quickly for your organisation.
However, creating an ethical fundraising policy goes right to the heart of your appetite for risk, your charitable objects and the areas of particular sensitivity for your cause. As such, it's crucial that trustees and senior management are involved.
This process should start with a conversation. This is arguably the most important stage, since you need to debate different scenarios and views, and arrive at a position that feels right for your organisation. This is usually a thought-provoking exercise that improves everybody’s understanding and appreciation of the complexities involved. If you treat creating the policy as a box-ticking exercise, you’ll miss out on this valuable development opportunity.
2. Take a broad view – don’t over-react to one event
It's common to be prompted into action by a single event, like a high-profile bad news story. This isn’t a problem as such, but you shouldn't let it skew your whole approach.
In the wake of the Presidents Club scandal, many charities are focused on whether they should accept (or return) certain donations. However, this is only part of the puzzle – your policy may need to cover the ethical standards you expect your suppliers to meet, how you check those standards, and how you interact with vulnerable donors.
It's helpful to start by making a list of all the circumstances and ethical dilemmas your charity needs to consider. This should be informed by the types of fundraising that you do and your existing risk assessment, as well as by external events.
3. Define your attitude towards risk – avoid making decisions that you’ll reverse later
Keeping everyone happy is rarely possible, as recent developments show. Many people were outraged that charities like GOSH had accepted donations from the Presidents Club, but others were reportedly angry when they considered handing them back.
There are no right or wrong answers, so you need to judge what feels appropriate for your organisation, anticipate how your supporters and beneficiaries might react, and be prepared to justify your decision. It's no good having a policy in place, then caving in as soon as you put it into practice and people object.
Defining your organisation’s attitude towards risk is essential – this is why trustees and management must be involved. Accepting some donations can be risky, but being totally risk-averse is a risk in itself – it can demoralise staff, or damage your financial position. This is inevitably a sensitive balancing act. It may be helpful to consult key donors and beneficiaries when creating your policy, to anticipate objections in advance.
4. Make it relevant to your cause – don’t be over-simplistic
When defining whether to accept or reject donations from individuals and companies, you may be tempted to start by creating a list of 'no go' areas, like if they are linked to alcohol, drugs, gambling or pornography.
Unfortunately, the world isn't that simple - household name companies sell alcoholic products, and established publishing companies produce pornographic magazines. If you're not careful, you could find yourself turning away a lot of donations!
You need to be more specific and mindful of your cause and charitable aims. It's not about what staff or trustees personally think is ethically correct, but whether a donation might damage your mission or beneficiaries. An animal welfare charity might be reluctant to accept a donation from a cosmetics company, but happy to do so from an alcohol brand - whereas an addiction charity might take the opposite view.
5. Include specific processes and procedures - not just general guidelines
Your policy should not only set out your position, but explain how to action it - for example, do you subject donations over a certain amount to more rigorous background checks? What do those checks involve? How do you go about reporting serious incidents?
This will help staff to put your policy into action, and also show anybody reading it that you're serious about fundraising ethically, rather than just treating it as a tickbox exercise.
6. Make your policy part of the bigger picture - don't see it as enough in isolation
It's tempting to sign off your ethical fundraising policy and assume it's 'job done' - but in reality, this is an ongoing commitment and part of a larger compliance picture.
Your policy shouldn't just sit in an obscure corner of your shared drive. It must be an ongoing reference point that's displayed clearly for staff to refer to when needed, and part of induction processes for staff and volunteers. Fundraisers should feel able to raise any concerns or discuss situations they feel unsure about. Management and trustees should review your policy periodically, in response to changing fundraising practices, issues affecting the sector, and changes to your own fundraising portfolio and risk assessment.
Aside from creating an ethical fundraising policy, you may also want to, for example, review your Data Protection compliance ahead of the arrival of GDPR, ensure your trustees are aware of their legal fundraising duties as set out in the Charity Commission's CC20 document, or produce a short supporter promise outlining your commitment to good fundraising (I've always liked this example from Mind).
It’s tempting to think that the recent fundraising crisis came out of nowhere – that public resentment was just whipped up by the media and a few horror stories – but the reality is different.
Frustration and dissatisfaction had actually been simmering away for a long time. In 2016, nfpSynergy reported that the charity sector had one of the lowest complaint rates across seven sectors, but the highest level of people wanting to complain but not doing so. Given that the other sectors included pensions, mortgages and broadband providers, that’s a sobering statistic.
So why have people been growing increasingly unhappy with charities? Specific cases of bad practice haven’t helped, but I think there’s a broader issue.
Most of our public fundraising methods seem to rely on interrupting – rather than complementing – our everyday lives. We get stopped in the street. People knock on our doors. Charity appeals pop up on TV and through our letterboxes.
In a world marred by spending cuts and growing inequality, this may feel inevitable. More and more people are being denied happy and healthy lives, and charities are stepping in to pick up the slack. Desperate times call for desperate measures, and if these fundraising methods work and people have the money to donate, what’s the problem?
Unfortunately, many fundraising methods seem incompatible with a changing society. Digital technology has given people an unprecedented level of choice and flexibility. We stream music that we want to listen to, instead of sitting through songs we don’t like on the radio. We watch our favourite programmes on catch up TV, rather than 'seeing what’s on'.
We increasingly live in our own bubble where we do things on our own terms. So when we perceive that we’re being interrupted unnecessarily – whether by a company, a charity or an individual – we often feel harassed or angry.
So street, door-to-door and television fundraising – while hugely successful financially, particularly for household name charities – are often negative experiences for the public, stirring up feelings of pressure and guilt.
I’m not saying that 'traditional' forms of fundraising are fundamentally wrong, or that negative media coverage is always justified. However, in these tough times, many charities need to raise increasing amounts from the public to keep supporting their beneficiaries. For this to be sustainable, we need to be more creative and varied in our fundraising efforts.
A popular buzzword today is ‘disruption’ – the concept (originating in Silicon Valley) of smaller companies unseating market leaders in an industry with an innovative or simpler solution. But when it comes to fundraising, perhaps the most effective form of ‘disruption' is actually to be as non-disruptive as possible.
We need to find more ways to fundraise that fit in with or add value to people’s lives, rather than interrupting them.
I’ve seen a few great examples recently – and while many are being implemented by large charities, there’s plenty that the whole sector can learn:
1. Rounding up in shops
Recently, staff in my local Tesco in Bristol were fundraising for Diabetes UK and the British Heart Foundation. To support their efforts, Tesco added a prompt to their self-service machines asking customers to make a small donation to round up their bills:
Over about a month, I must have donated ten times (I’m not a very strategic shopper, and Tesco is a one-minute walk around the corner). Never more than 10p – but with so many customers and transactions, you can imagine how this small but frequent giving can add up.
While this did involve adding an extra screen to the self-service process, I could choose to donate or decline within two seconds. It didn’t feel obtrusive at all, and there was no awkwardness in saying no. Many people will have supported two charities that they might not have thought of giving to before.
Smaller charities may find it near-impossible to forge a partnership with a major supermarket. However that doesn’t stop you approaching local shops or restaurants about a similar arrangement, or applying to supermarket community schemes like Waitrose’s green token scheme. You can also look at joining nationwide schemes like Pennies.
2. Good old-fashioned community fundraising
Community fundraising is brilliant because it performs a social function as well as raising money. It's something positive to do and provides an opportunity to meet new people, which can be really important for some.
While most people immediately think of the Macmillan Coffee Morning – which raises almost £30million annually – personally I love Mind’s Crafternoon fundraiser. This promotes mental health and mindfulness, while encouraging people to come together and focus on making something.
Any charity – no matter what size – can design an attractive community fundraising idea for their own supporters, whether that means a database of a thousand people or a small group of friends and family.
The key is to develop your idea in consultation with your target audience, start small, gather feedback and gradually scale it up. Ultimately, community fundraising works best when it's led by volunteers, with minimal input and support from paid staff.
3. Social media collaboration
Building an audience for fundraising is tough for smaller charities, so getting a leg-up makes a huge difference.
I’ve always loved this example of how the popular Humans of New York photoblog raised over $100,000 in less than an hour, by combining a powerful ask for a local cause with an inspiring story. Founder Brandon Stanton had already built a huge audience that enjoyed glimpsing other people’s lives and hearing their stories, so appealing for help was a logical next step.
Winning the trust of an audience that are already passionate about something, and making a related ask on the platform they already use, is another great way of weaving fundraising into the fabric of everyday life.
Building a relationship with - for example - a blogger or YouTube star isn’t easy, but might be a better bet than approaching major companies, particularly if there’s a reason why they’d support your cause. Try looking out for rising stars and make contact with them before they hit the big time.
Ever been through Stockholm Airport and seen these charity arcade machines?
I love this for two reasons. Firstly, it takes something that’s already popular and adds a fundraising twist. If people like arcade machines in airports, why wouldn’t they love using them for a good cause?
Secondly, this is a brilliant example of the gamification of fundraising. This increasing trend uses games, challenges and adventures to give people an added incentive to support a cause – and it really works.
You’ll probably struggle to get arcade machines placed in major airports. However, you can still use this as inspiration: can you ‘gamify’ any of your existing fundraising efforts, or add a fundraising twist to something your local supporters already enjoy doing?
5. Making donating easy
When people decide they want to donate to you – no matter how or where – it’s not the end of the story. The physical act of donating has to be intuitive and convenient – if it’s too complicated, you’ll lose donors.
As technology moves on, people expect the organisations they interact with to keep pace. The use of contactless cards is booming – contactless payments now account for a third of all card purchases, up from 10% just two years ago. Cash is a fading force, and charities are losing out by still relying too much on it – by as much as £80million per year, according to this report.
It’s worth exploring options now for taking card and contactless payments, as the cost and barriers to entry will continue to come down for smaller charities. Also, make sure your donation and registration forms (both online and paper) are as simple as possible.
This is a guest blog by Gemma Pettman, our new Associate Consultant. Click here to find out more about Gemma and our growing team.
If you’re a parent, there’s every chance you spent the weeks after Christmas encouraging your children to write their thank you cards. Once you finally convince your child to put down their new toys and pick up a pen, it doesn’t take *that* long. It’s a nice gesture and (provided the envelope doesn’t shower the recipient in too much glitter) always welcomed.
If you’re a fundraiser, the chances are you returned to work after the Christmas break and set about writing your own thank you notes.
We know that offering the right thanks is as important as making the right ask; a well-crafted thank you is one of the best fundraising tools out there. So, writing thank you letters is something we do regularly. Right? Maybe not…
A few years ago, I heard philanthropist Dame Stephanie Shirley speak at the launch of a new fundraising book. Having gone back through her paperwork she discovered 40% of the donations she has made have never been acknowledged. Can you imagine?
Let’s be honest; we all can. It’s no excuse but fundraising generates a *lot* of admin and we’ve no doubt all had that sinking feeling when we realise a gift has been missed. If this happens more frequently than you would like, why not forget the never-going-to-happen New Year’s resolutions of giving up chocolate or going jogging five times a week and stick to a much more achievable aim: ‘get better at saying thank you’.
I spoke to three very different donors to find out what matters to them when it comes to being thanked (I’m really not spoiling the ending if I tell you that a generic letter isn’t going to cut it).
1. Time is of the essence
Rosie, who has organised several charity balls and made personal donations to good causes, says the single most important thing is speed:
"I really notice when I receive a thank you from a charity a few days after the event; hand-written would always be the most impressive.
"I recently organised a gala and the excellent development manager at the charity rang the people who made substantial donations the very next day to say a huge thank you. She explained she would be writing but wanted to say thank you immediately. It was clever because it enabled her to build a personal relationship and to use it as an opportunity to get direct feedback about the event. Then she followed up in writing."
This development manager’s approach reminded me of something Charity Water did. The video is more than five years old but as a concept, it feels fresh and current:
Next time you’re thanking donors after a big event or campaign, could you do something similar? As well as giving them a warm fuzzy glow and an opportunity to speak directly with you about your work, it’s a great team-building experience.
2. The personal touch
Gary has raised thousands of pounds for two charities through the products he sells online. He receives regular emails, rather than letters, from both organisations:
"I very much appreciate reading kind comments in a personal email. I enjoy fundraising and don't do it for thanks but it’s nice to know my efforts are appreciated and that funds are going where they are most needed."
Some of us might baulk at the idea of emailing, rather than writing, to a donor but if that’s what your supporters prefer then it’s the right thing to do. It’s worth remembering that among younger people email is already seen as ‘old hat’. In fact, for 16 to 24 year olds, instant messaging is now considered the single most important means of communication [source: Ofcom].
What might this mean for your organisation’s donor communications in the future?
3. A multi-channel approach
Jenny understands this move away from ‘formal’ communication. She supports three charities, including Moorview Animal Rescue, by way of monthly direct debits and enjoys watching the impact of her gifts online:
"The sums I give are modest and the way I look at it, rather than a proportion of my donation being spent on stationery, ink and postage, it’s better off being used in another way. I appreciate the gesture of a thank you but I follow the charities’ Facebook pages so I can see for myself the difference donors like me are making."
Rosie, Gary and Jenny are three donors out of many tens of thousands, but their experiences and preferences give us something to think about. So, let’s kickstart our New Year’s resolution by learning from children and their Christmas thank you letters.
First, let’s get them out as soon as possible. Let’s make them personal and include comments that mean something to the person reading them. And last of all, if it’s appropriate let’s have a bit of fun with our thank yous. But please… no glitter!
“We really want to create the next Ice Bucket Challenge / No Makeup Selfie / <insert high-profile viral campaign here>.”
In my experience, this is one of the most common aspirations voiced by well-meaning staff and trustees. But here's the truth: almost every attempt to emulate this kind of campaign is destined to fail. It's not just that creating a viral campaign in such a busy market is difficult. It's that most people miss the very thing that makes these campaigns successful in the first place.
The best campaigns aren’t dreamed up in a boardroom or on flipchart paper. They begin organically - someone shares a personal update which resonates with a few other people who share it. If it's simple, seems genuine and, crucially, doesn’t have any obvious branding or marketing message, then it might gain traction from there.
It’s the organic messages, the simple supporter stories that aren’t put through a brand filter, that really have the potential to capture people's imaginations. So when charities are eager to raise awareness about their organisation and “get their message out there”, all too often they manage to achieve the complete opposite.
Of course, I understand the urge to tell your message and story in your own voice. It's definitely a trap I’ve fallen into myself. Particularly for small charities, the chance to shine in the public eye is all too rare. So if you ever get an opportunity, you feel the need to “polish” your message as much as possible. If you’re anxious about measuring the return on your efforts, you're naturally keen to link to your website, ask for a direct donation etc. The problem is, it very rarely works.
When your clever marketing people - or staff with expert knowledge of your work - get their hands on your message, they can inadvertently make it sound much drier, and strip away that all-important authenticity.
Most people aren't actually very passionate about specific charities, they're excited by causes and by stories of the people they want to help.
So when you try to reframe your message using the words that matter to you, and put your charity front and centre, you usually miss out on those all-important shares as a result.
A couple of weeks ago I went to SOFII's I Wish I Thought of That, an annual event where 17 experts showcase the best and most inspiring fundraising campaign they wish they'd come up with. This year, one theme kept popping up again and again – charities can really gain from being braver about taking a backseat, instead letting the people they help 'own' their own voice.
One amazing example of this is Emmy and Jake’s tandem fundraising challenge for The Royal Marsden Cancer Charity. When Emmy Collett received the heartbreaking news that she had thyroid cancer, she embarked on a 2000km tandem cycling challenge with her childhood sweetheart Jake.
Their poignant, inspiring and authentic personal story quickly gained publicity, but The Royal Marsden Cancer Charity made a conscious decision to remain in the background and let the young couple speak freely to the media and ‘own’ their story. People wanted to give these two amazing people, but it was the charity that really gained - to date, Emmy and Jake have raised over £100,000.
And this wasn't a one-off, as shown by the unique fundraising efforts of Paul Trueman, inspired by a hard-hitting domestic abuse storyline in BBC Radio’s long-standing The Archers:
This unique fundraising campaign – using a fictional storyline to highlight the plight of real women – captured the imagination and empathy of the public. Refuge, the beneficiary charity, could have jumped on this and taken the opportunity to tell their organisational story, sell their work and 'polish up' the message. Instead, like Royal Marsden, they trusted the creator of the story to be its best ambassador. £170,000 later, it seems like a pretty good decision.
Christmas 2016 provided some great inspiration too.
The festive adverts were a great reminder of the power of storytelling, lingering longer in our minds than the leftover turkey. We’re all familiar with the heart-warming Christmas advert stories by John Lewis and Sainsbury’s – but have you stopped to think about how little the companies feature in their own adverts? By deliberately staying out the limelight, they make their adverts feel less 'salesy' and more authentic, so people are far more likely to share them.
My favourite Christmas 2016 advert actually came from Poland, in the form of this lovely tale about a man learning English so he can visit his new family:
It’s been viewed nearly 13 million times and widely shared by countless people have fallen in love with the simple, human story. The people behind it, an online auction company called Allegro, barely feature in it at all – yet they’ve gained loads of column inches and seen a big spike in searches and website hits as a result.
So why not enlist others to help tell our stories?
In today's world of spontaneous online interactions, I think that too many charities underestimate how well others can tell their story for them.
I was listening to a social media expert answer questions from charities recently and one of her answers really stuck with me. She was asked how to balance the need to be nimble and react quickly on social media with the need to have ‘brand control’ and sign-off procedures for less experienced staff.
Her view was simple: when you take on new staff, they automatically become your ambassadors. You trust them to represent your organisation to their friends and family, to talk about you at parties, in the pub, or over a cup of coffee, and often this leads to really useful introductions – so why not do it online?
As you consider your New Year’s Resolutions for 2017, do you think your organisation is brave enough to take a step back and let your supporters tell their own story too?
This undoubtedly requires courage, faith in the people who represent you, and a willingness to relinquish control. But get it right, and maybe someday people will be talking about your viral campaign and wondering how they could replicate it.
Just when many charities were wondering how things could get any worse, along came the decision to leave the EU.
There were already plenty of worries to keep people up at night. Sustained media scrutiny of fundraising practice and charity governance. A disillusioned public with decreasing trust in the sector. The need to get to grips with new fundraising responsibilities for trustees and a new Fundraising Regulator. Further clouds on the horizon in the form of the much-discussed Fundraising Preference Service and incoming EU Data Protection law.
Brexit has now added a load more challenges into the mix. It's confirmed a growing belief that the values of many charities are out of step with a large part of the general public, and emphasised the need to win back public trust. Another financial crisis would mean that your beneficiaries need you more than ever but funding would be harder still to find. The huge uncertainty may make many trusts, corporates and high net worth individuals more reluctant to hand over money in the short term at least.
Are you feeling depressed yet? Believe it or not, the aim of this blog is to make you feel more confident and positive about these challenges so bear with us for a bit longer!
The sheer volume of bad news for charities recently can make it tricky to absorb everything, understand how it impacts your organisation and decide what to do next. Every day brings new articles and concerns. But if you can cut through the noise and work out how to identify what really matters to you and what you can do about it, you can feel a lot more confident about the future.
Last month we ran a workshop at JustGiving about how to future-proof your fundraising efforts in the current climate. We worked with a range of small charities to explore the biggest current challenges are and how to move forward. A big part of this focused on what tools you can use to understand the impact of external factors on your charity and plan for the future.
Here are four great tools for future-proofing your fundraising in the current climate:
1. Horizon scanning
There's a big difference between being broadly aware of the challenges facing the charity sector and being able to decide and prioritise what's most relevant to your charity.
Doing a horizon scanning exercise is a great first step. Start by brainstorming a list of all the different possible issues and trends that you're aware of. Be as specific as possible – for instance don't write 'Brexit' but focus on individual factors like 'corporates less likely to make donations in the short term due to uncertainty'.
Next, estimate the likelihood of these things actually happening and the size of the impact they would have on your charity. Plot them on a grid as follows:
This is a great warm-up exercise to get your staff and trustees thinking more clearly about things and prioritising what requires further attention, because trying to react to everything as a small team is impossible. In the graphic above, the issues in the top right quadrant are likely to be the things to discuss further, as they're most likely to happen and will have the biggest impact on your charity.
2. Play to your strengths and win back trust
With public opinion in charities at an all-time low, there's a clear need for charities to win back trust and engage with their supporters as positively as possible. Many small charities have a natural advantage here, so it's important to think about how you can make the most of this.
While larger charities are currently re-evaluating how they fundraise, most smaller charities that we know are in a better position because they:
Developing a public supporter promise is a great way to set out your fundraising values and demonstrate how you're different from the 'bad' charities that your supporters may have read about. This is a chance to explain how you treat donors, how you use their data and how you ensure that any other organisations that you work with uphold your high standards. Here’s a great supporter promise developed by Mind.
By all means look at supporter promises developed by other charities for inspiration but it's important to avoid just copying them. You need to decide what values are important to you and how you're going to work behind the scenes to honour your promise. This may require you to review your training, induction and administrative processes.
When your promise is finished, publish it prominently on your website and make all your supporters aware of it by shouting about it in your newsletter, emails and on social media.
3. Review your organisational culture and governance
The Board of Trustees plays such an important role in defining a charity’s approach to fundraising, especially in smaller charities. The Board must collectively understand fundraising, engage with it and care about how it's done. Together with your senior management team, trustees should now:
4. Review your fundraising strategy
We don't know exactly what the future of fundraising will look like, but we do know that now is as good a time as any to do a proper review of your fundraising strategy and evaluate whether you're setting yourself up to succeed in a changing climate.
An initial horizon scanning exercise will have helped you to explore the possible impact of various issues on your fundraising activity. A strategy review will now enable you to identify where you are over-reliant on certain fundraising activities, such as individual giving, and what you can do to diversify your fundraising and reduce your vulnerability over time.
Diversifying your fundraising and investing in new areas isn't easy because fundraising growth takes time. However, a strong fundraising strategy will allow you to decide where to invest resources, forecast how long it will take to achieve results and justify the business case for investing now.
If you need some help with your fundraising strategy, join our mailing list to access our strategy helpsheets and look out for our upcoming workshops and webinars.
We explore all these tools for change and many more in our “Fundraising in a changing climate” workshops. We're planning another one this autumn, so please get in touch with us if you’d like to find out more or provisionally reserve a place.
With so many compelling causes, great fundraising campaigns and quirky events out there, it's harder than ever to stand out from the crowd. With changing fundraising regulation and declining public trust in charities, we're going to need to be more creative than ever if we're to appeal to the general public and convince people to support us.
1. Be clear on the core purpose
Why do need a new campaign or event anyway? The obvious answer is ‘to raise money’ but it’s not always as simple as that. Sometimes charities organise events to raise awareness about their work or a specific issue or engage with a particular audience. Some campaigns can be a low-cost way of acquiring new supporters who may contribute in other ways in future - this can be more important than the immediate fundraising return.
Establishing one clear purpose is better than trying to tick lots of vague boxes at the same time. It'll make it easier to evaluate your ideas then measure success later. It may even help you decide whether to go it alone or sign up to be part of a third party event or campaign.
2. Decide whether to link to your mission
Campaigns like Sleep Out for Centrepoint and Live Below The Line have the double benefit of raising money for a good cause and encouraging participants to empathise with people in need. This is something that you might want to replicate, but it's not essential.
When I worked at Link and we first discussed Sumo Run, some trustees were sceptical – why would an African charity want to organise a Japanese-themed run? But the event was so fun and visual that it got wide press attention and introduced us to so many new supporters, despite not being directly relevant to our work.
Think carefully about how closely you want to link to your mission. Bear in mind your core purpose (see above) – for instance an awareness-raising event is more likely to require that direct connection. However, sometimes linking to your mission can seem tenuous or even crass - Live Below The Line has been heavily criticised by many - so don’t be afraid to try something radical instead.
3. Involve your supporters
Charities often ask me ‘what new event should we sign up to?’ or ‘how often would our supporters like to receive our newsletter?’ but don’t ask their supporters the same question! I think smaller charities should try to engage supporters more with their tricky decisions, rather than always trying to present a polished, professional face.
Your supporters are the best people to tell you what they do and don’t like. Try organising a focus group, creating a quick survey with a site like Survey Monkey or inviting trusted supporters to join your team brainstorming meeting. You not only get valuable insight, you’ll create ambassadors who are naturally invested in seeing you succeed - if only so they can prove their idea was right!
4. Examine the market
Before you try to come up with your perfect idea, look at what's out there already. Which fundraising events have been particularly successful? Which campaigns have really got people talking? Equally importantly, what can you learn from activities that have gone badly?
Don’t just look at competitors’ websites. Phone them and ask questions or sign up yourself to experience things as a participant. This helps you to understand what people are likely to get excited or unhappy about, meaning you can learn from the mistakes of others. For physical events, this can give you an invaluable insight into specific issues like how to ensure that on-the-day registration runs smoothly or deciding what music to play at the finish line.
5. Generate lots of ideas
With a clear core purpose, a sound knowledge of the market and insight from your supporters, it’s time to start brainstorming ideas of your own. You’re likely to want to identify at least ten initial ideas, then pick out at least three to explore in detail.
Research shows that people tend to be afraid of sharing 'bad' ideas and that we're psychologically resistant to having too many options to choose between. This can make people reluctant to contribute. For a powerful brainstorming session, summarise your initial research (1-4 above), explain the importance of generating lots of ideas to evaluate and foster a relaxed and creative environment where everyone feels able to contribute in the knowledge that no ideas are wrong.
6. ...then evaluate and prioritise the strongest ones
One great approach is to come up with a shortlist of key questions to test each idea against. These may include ‘Will our supporters be excited about it?’, ‘Does it help us achieve our core purpose?’ and ‘Do we have the resources to make it happen?’
This stage can take the form of an open discussion or a much more scientific approach where you score ideas based on different criteria. Either way, it will help to focus people on what really matters when making a decision. Check out Lucy Gower’s brilliant book The Innovation Workout for in-depth advice on brainstorming and filtering ideas.
It’s easy to get caught up in the excitement, but you should again seek supporter feedback at this stage to ensure you haven’t got things wrong. Even the best known charities can misjudge their ideas – Samaritans Radar was an ill-fated app that was cancelled within 10 days due to a public backlash.
7. Create a clear launch plan
Turning a great idea into real-life success requires a strong plan. Pull together a launch team with the range of skills required, but avoiding involving 'too many cooks' at this stage as it can hold you back. Be clear on the main tasks, people responsible and key milestones – and be firm about staying on schedule. Basecamp is a great project management tool for planning campaign launches.
A good launch plan isn't just about logistics. You need to sound your best supporters and friends of the charity in advance so that they’re primed to sign up, donate or share content immediately. This is crucial for launching with a splash - people will naturally be more excited about getting involved with activities that already seem popular. This is particularly important for crowdfunding campaigns.
This may be a great time to consider external support as you'll benefit from specialist expertise, extra resources and independent, unbiased perspective. Take a look at how we work with charities.
8. Perfectionists – just get it launched!
You can go round in circles forever fine-tuning your idea, but at some point you need to launch it and find out what the world thinks. It’s too easy to spend ages fussing about your website copy, timetable or registration form, only to launch and find out that the core idea isn't right anyway.
In business there's a concept called the minimum viable product (MVP). This is a simplified, scaled-down version of your idea that you launch and continue developing later. Early feedback will help you to sharpen up the concept and initial demand will justify putting more time into development. So get your event or campaign out there ASAP and worry about scaling it up and perfecting it later.
This blog is based on a version that was first published on Eventbrite in February 2016. If you've enjoyed reading it, please sign up to our mailing list for more blogs and advice.
On 4 February 2016, the Small Charities Coalition and the Institute of Fundraising jointly organised a public forum to discuss proposals for the new fundraising regulator and Fundraising Preference Service (FPS).
The forum was a response to criticism that small charities had not been consulted in the development of the new proposals. It was the first public consultation of any kind and the first opportunity for charities to engage directly with Stephen Dunmore, Chief Executive of the new regulator, and George Kidd, the Chair of the Fundraising Preference Service working group.
Big changes are coming and they will affect all charities, large and small. As a fundraising consultant and small charity trustee, I’ve felt the need to keep abreast of developments and air my own views. I'd recommend that you do the same.
I've written this blog to help anyone who needs to get up to speed. Below you'll find links to key documents, a quick summary of the headline news and our recommendations for what to do next.
WHAT TO DO NEXT?
1. Meet as a Board or Senior Management Team to discuss the implications
While small charities may yet be exempted from the FPS, the forthcoming changes could well have a real impact on your charity. You may be forced to pay a levy towards the new regulator, dedicate additional resources to preparing your fundraising campaigns, and face sanctions for inadvertently breaching new rules. Your supporters could sign up to the FPS because of aggressive marketing by a larger charity without realising that they won't be able to hear from you again.
We'd recommend reviewing the key documents and making sure that you're up to speed now. Even if you can't take direct action until more details are revealed, you can discuss how to monitor developments, whether you want to have a voice in the consultation process, and how you can stay flexible in order to make any necessary changes later.
2. Review your fundraising strategy and assess your vulnerability
Are you over-reliant on individual giving? What would happen if a percentage of your supporter base suddenly became uncontactable tomorrow? Are there any fundraising opportunities open to you that you could start to develop now in order to be less susceptible to the changes? Do your existing trustees have the confidence and knowledge about fundraising to navigate the changes effectively?
Periodically reviewing your fundraising strategy and testing how it would stand up to possible external changes is always important. Doing so now is strongly advisable. Find out more about how we can help you with your strategic planning.
3. Assess your supporter communication to stay ahead of the curve
It's easy to kick and scream about the forthcoming regulation changes or blame it all on the big charities. However, we're undoubtedly in this position because public trust in charities has plummeted, and many of the reasons are justified. Now is a good time to evaluate how well you communicate with supporters. Do your staff and volunteers have everything they need to do this properly? Is there guidance for communicating with vulnerable donors or evaluating potential corporate donations?
If the answer is 'no', be proactive and change now. If you're doing this well already, make sure your supporters are aware of it. Media and public scrutiny of charities is likely to keep escalating, so stay ahead of the curve and inspire trust by saying "these are the steps that we've voluntarily taken" rather than appearing to only react to enforced changes.
4. Make your voice heard
The forum on 4 February was a very positive first step, but charities must keep engaging with the process and keep the pressure up by highlighting which issues and unanswered questions are important to them.
There are still too many grey areas. How will the new regulator and the FPS be funded without jeopardising the viability of small charities? Will potential FPS subscribers realise that they may be blocking all future fundraising communication from their local charity, school or hospital? Will the FPS truly remain "a last resort for vulnerable donors" and not an easy button that everyone can press when, for instance, the Daily Mail or the One Show run their first feature about it?
I believe that we all have a responsibility to the sector - and also to the public - as well as ourselves. Some of the criticism of charities is justified and many of the proposed changes are needed. However, it's so sad that the first ever communication preference service to target a specific industry is aimed at charities. We have a proud tradition of charitable giving in the UK but, if new fundraising regulation goes wrong, we could decimate this. Can you really afford to stay silent?
Keep in touch with the Small Charities Coalition and the Institute of Fundraising to stay abreast of developments and further opportunities to have your say. Contact them to actively voice your support. Share this blog post and spread the word to colleagues and friends.
Recent events have proved that your voice can make a difference. Please keep using it.
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