At the end of August, we commissioned a joint survey with the School for Social Entrepreneurs to explore how the pandemic has impacted the training needs and preferences of fundraisers, with a particular focus on small-to-medium charities and social enterprises.
We received 54 responses in total - thank you so much to everybody who took the time to share their detailed experiences and feedback. While this is a small sample and not representative of the sector as a whole, I wanted to share a few thoughts on what we’ve learned and how we’re responding...
1. The financial impact of the pandemic has varied wildly for different organisations
It was striking how varied the responses were to this question, mirroring what we've heard from organisations taking part in our online training over the last 18 months. Encouragingly, 37% of organisations said their financial position had improved, particularly for those well-positioned to access emergency grant funding, albeit with some concerns for the future:
Worryingly, 31% of organisations felt financially weaker, particularly those whose work isn't directly related to the pandemic:
It’s clear that, for many, emergency funding has done its job in shoring up the sector and ensuring organisations survive. As a result, some organisations have been able to develop promising relationships with new funders, presenting a long-term opportunity. But as always, there’s a danger that more complex and/or less popular causes are being left behind, particularly where their impact is longer-term and harder to measure - for example, infrastructure organisations that play such a vital and under-appreciated role in supporting smaller organisations in the sector.
We'll continue to offer practical tips on how organisations in this position can build a convincing case for support, through our regular blogs and fundraising training.
2. Confidence and morale have been understandably knocked
If you're feeling varying degrees of challenged, disillusioned and exhausted, you're not alone. 46% of people reported becoming less confident about fundraising, compared to just 24% becoming more confident. It's clear from the written responses that while fundraising itself is tough, it's the challenge of juggling the demands of running an organisation, securing vital funding and navigating current life that's really hard:
Respondents voiced a particular need to build skills and confidence in high value fundraising i.e. corporates and major donors. These areas are particularly susceptible to the combined financial damage wreaked by Covid and Brexit, and the logistical difficulties that come with limited face-to-face interaction. We'll be exploring how we can put a stronger emphasis on these areas in future courses.
In general people seemed more confident with public fundraising (events, community and individual giving) with many organisations benefitting from a groundswell of grassroots support during the pandemic.
3. Organisations are feeling surprisingly confident about their strategic direction
Given the amount of firefighting done over the past 18 months, and the comments above about how people are generally feeling, we were surprised and hugely impressed to see more than half of organisations feeling clearer and more confident about their future strategy. Some organisations have benefitted from the breathing space afforded by emergency funding to be able to take a step back, while others have naturally been evaluating their place in the world - and the changing circumstances and needs of their service users - during the uncharted territory of the pandemic.
This certainly mirrors our experience. We’ve been busier than ever with our strategic consultancy, with many organisations committing time and money now to reflecting and learning from the past 18 months. This has led to organisations identifying ways to do things better and more cost-effectively, wrestling with difficult issues such as digital exclusion and financial sustainability, and emerging from a turbulent period feeling clearer and more confident as a result. There’s no doubt that this strategic clarity will be a huge confidence boost to funders, donors, trustees, volunteers and service users alike.
If you haven’t sat down and formally discussed yet what you’ve learned from the pandemic, and how you can do things differently in future, it’s certainly worth trying to do this ASAP. If your team is trying to do this while still working remotely, check out our recent blog on how to run better online strategic planning workshops.
4. Online training remains a better and more accessible option for many, even as things open up
Online training may have been born out of necessity, but we all better believe that it's here to stay. While current circumstances have allowed us to resume some face-to-face training, close to half of respondents still prefer online sessions:
It’s clear that online training is simply a better long-term option for many, particularly those with limited time, care responsibilities or based outside of major cities:
We've heard this message loud and clear, and will ensure that online training remains a significant part of our future offer. However, we’ve also learned over the past 18 months that online training absolutely can’t just be a face-to-face training format moved online. We’ve now had loads of time to learn on the job and listen to feedback both after courses and in the survey, and will be trying to put this into practice in the coming months:
Have you ever found a funder that seems like the perfect fit, only to learn they don’t accept unsolicited applications?
If your work is niche or you’ve approached all the ‘obvious’ trusts and foundations already, then engaging a couple of these invitation-only funders can feel key to broadening your funding base. But there's an age-old question - how can we get on their radar, especially if they don’t even welcome initial enquiries?
Over time I’ve seen various organisations succeed in building thriving relationships with private, strategic funders. It isn’t quick or easy, but there are a few steps you can take.
Firstly, why might a trust or foundation decide to take the invitation-only approach?
Rightly or wrongly, there can be many reasons:
So...what can charities and social enterprises do about this?
1. Look for potential introductions within your network
If a funder relies on their expertise or networks to identify potential grantees, then a recommendation from the right person could make all the difference. For example, your existing funders or project partners will already be engaged and invested in your work – perhaps they know someone working for an invitation-only funder and would be willing to introduce you?
Do your research and don’t be afraid to ask nicely for an introduction, explaining why it’s strategically important to you – you might by how willing people are to help.
2. Engage (and if necessary improve) your Board
We’ve run countless network mapping exercises with Boards. The conversation often starts the same way: “None of our trustees know anyone / are willing to help.” But it’s amazing how quickly things can change if you explain that (1) you’re not looking for introductions for rich and famous people, just prominent people in your sector; and (2) you don’t expect Board members to open their address books willy-nilly and start asking for money, but simply make a couple of strategic introductions.
Trustees will know more people than you (and they) think. I’ve seen organisations build on such tenuous links as “I worked with them 10 years ago”, “I play badminton with them on Tuesday night” and “Our kids go to the same school”.
Try running a network mapping exercise with your trustees, or circulating a list of staff working at a target invitation-only funder to check for connections. And if your trustees really aren’t well-connected, this doesn’t have to always be the case. Explore why – does your organisation focus on recruiting trustees with particular skills and backgrounds in a way that prevents people with better connections from applying? Could you persuade your Board to set a strategic objective to recruit new trustees with funder connections over the next 1-2 years?
3. Engage invitation-only funders in new and more meaningful ways
Tired old introductory letters and emails are far from the only ways of making first contact. Trusts and foundations can and do interact openly on social media, attend funder fairs, speak at events or collaborate on things like research, policy or advocacy work.
Jumping straight into a direct approach about money often goes nowhere. Instead, do your research into where/how funders are actively engaging (e.g. social media platforms or events), find a topic that could be mutually beneficial to you both, then start a conversation accordingly.
4. Focus on thought leadership
I once met an organisation that was told by a funder that “everyone we speak to mentions you, so we thought we should find out what you’re about.” In their own words, they created so much “white noise” around a funder that they eventually couldn’t resist getting in touch.
Organisations that successfully build relationships with invitation-only funders often have one thing in common – they’re thought leaders. They might be known for their high-profile CEO, engaging blog, or policy work.
The term “thought leadership” sounds daunting, but you absolutely don’t need to be a large organisation with a big comms budget. If you work in a niche area, you’ll already be an expert in your field, with people coming to for advice. Sharpening your public expert voice takes time, but is a great way to get on a funder’s radar, and will bring many benefits beyond fundraising.
5. Get the online basics right
While some invitation-only funders simply continue to fund the same organisations every year, many do proactively research new grantees. So if a funder did a niche online search for your specialist area today, would they find you? And if they landed on your website right now, what would they think?
There are a few fundamental things you need to be visible and appealing to potential funders:
These final tips might seem the least relevant to trusts fundraising, but they definitely an indirect role in getting you in front of invitation-only funders over time.
Amid the many challenges we’re facing as a sector, one difficulty that predates the pandemic is recruiting the right fundraiser.
To put it simply, there are an awful lot of organisations out there looking for talented fundraisers, and not enough of them to go around. We've worked with countless small to medium charities who have had to go through multiple recruitment rounds, each time tweaking the job description and bumping up the salary in the hope that it'll make the difference.
While they may get there in the end, they often don’t find the perfect candidate and/or overpay, and there’s certainly an opportunity cost associated with the months lost to a drawn-out recruitment process.
There’s been plenty of reflection around this fundraising recruitment crisis, with fingers pointed at vague job descriptions, unimaginative person specifications and unrealistic expectations - and the broader, existential issue of whether enough people value and understand the charity sector and fundraising profession.
I’m not a recruiter, but I’ve been around enough charities in this position to understand many of the common problems, and know a few things you can do if you’re struggling to find the right fundraiser:
Who's actually auditioning? It's time to rewire your brain...
A common assumption with fundraising recruitment, especially if you're new to it, is that you're the one running the audition. You might expect to welcome a conga line of candidates through your door, and give each one a thorough grilling to decide if they’re right for you.
But in a market of few great fundraisers, it's very much a two-way process. Talented candidates know they have plenty of opportunities to choose from, and won’t necessarily rush to jump into a new role. They’ll want to put you under the microscope too, to understand the requirements and expectations of the job, and evaluate whether you can offer them the right environment to succeed.
Rewiring your brain to this reality will help you recruit more successfully. In your advert, candidate pack and interview process, you need to give a flavour of your organisation’s approach to fundraising. For example, how does your organisation work with and support a fundraiser to make sure they have all the information and tools they need? Is your Board engaged in fundraising, and what does their involvement look like? How have you arrived at any targets you've mentioned?
Allow plenty of scope for the fundraiser to ask you detailed questions. It’s absolutely their right to challenge you too, and it’s a positive sign if they’re clear and even demanding about what they need and expect in order to succeed.
Create your fundraising strategy before you go to market
Organisations looking to make their first significant investment in fundraising naturally target the perfect all-rounder - someone who can both create and execute a knock-out fundraising strategy. But there are numerous problems with this approach.
Firstly, you’re looking for very different skillsets – there are experts in strategic planning and analysis, and experts at doing hands-on fundraising, but far fewer that excel at both. By trying to cover all bases, you risk narrowing the field and compromising in a key area.
Secondly, if you haven’t analysed your organisation’s current position and best income opportunities, how do you know what type of person you’re looking for? Do you need an events expert with a bit of individual giving experience? Or is it more important to find someone who feels comfortable asking for major gifts face-to-face from wealthy individuals and in corporate pitches?
Without a strategy, you often end up writing a vague job description and unrealistic person specification that require a bit of everything. Even worse, there may be a vague fundraising target attached to it that you've never tested, to determine whether it's realistic.
You might think that “this sort of challenge will appeal to the right candidate” but in my experience it’s very off-putting. Successful fundraisers will smell the lack of clarity a mile off. Why would they pack in their current job and take a punt on a new role where, two months in, they might realise they’re not actually the right person for that organisation, or that the job isn't right for them?
If you’re struggling to recruit a fundraiser, or have a limited budget to play with, creating your fundraising strategy first is potentially the most cost-effective approach. Invest a bit of money now in strategic consultancy support or an interim Fundraising Lead, get all your ducks in a row, then recruit the permanent fundraiser. By taking time to clarify your requirements, you’ll not only increase your chances of finding the right person, you might avoid having to throw so much money at a candidate too.
Use your imagination and widen the field
Most person specifications narrow the field far more than you realise, particularly after a pandemic that’s led many of us to reimagine how and where we want to work.
Before recruiting, ask yourself some questions. Do we really need to insist on (or even say that we prefer) candidates having a university degree? Is five years’ experience in a particular fundraising area really necessary? Are there transferrable skills from other sectors that we could look for instead? And while you're there, think twice about whether you really need somebody to be office-based and work five days per week.
#nongraduateswelcome have done phenomenal work to highlight recruitment requirements that are not only unhelpful but, worse, discriminatory and against the values that the organisation supposedly stands for.
Often, charities are seemingly on autopilot, including these requirements simply because everyone else is. Building your person specification from the bottom up – based on what you actually need, rather than what you think ought to be there – is not only the right thing to do, but makes it more likely you’ll find the right fundraiser for you.
The past 12 months have been quite the journey at Lime Green HQ. No surprises there.
Like many others, we went into Spring 2020 believing that some things shouldn't be done online unless absolutely necessary. There was simply no way that an online workshop could replicate the experience of a having a bunch of energised people in the same room, armed with a whiteboard, colourful post-its and a plate of biscuits.
Fast forward a year and we’ve run approaching 75 online training courses or strategic planning workshops during lockdown, totalling over 200 hours of screen time. We’ve found ways of replicating most of the best aspects of face-to-face workshops, though admittedly we’re yet to crack downloadable biscuits…
Some people will inevitably have issues and preconceptions about online workshops. Digital exclusion is a key issue to keep in mind, and “Zoom fatigue” is now not only a common phrase but an academically-researched, peer-reviewed phenomenon. And too many people have lost too many hours to unproductive and chaotic strategic planning sessions for there ever to be universal enthusiasm.
However, call us new-fashioned, but I don’t think we’ll ever go back to the previous approach of “face-to-face unless absolutely impossible”. We’ve had too much positive feedback about online workshops – for many people they’re simply more accessible, not to mention being cheaper and eliminating travel time.
So, as we all stand on the cusp of returning to our offices and meeting rooms, what have we learned from a year of delivering strategy workshops online? And what should you be thinking about if you want to make an online session as productive and engaging as possible?
Plan shorter sessions with regular breaks
This may sound obvious by this point, but you can’t simply move a session online and hope for the best. We often used to run full-day face-to-face workshops, particularly when people had to travel to be there, but that’s more than anyone can handle online.
Our online workshops almost always last no longer than three hours, with a decent break in the middle, plus shorter breaks throughout to avoid people staring at a screen for more than an hour. This still sounds like a lot of screen time, but we find that provided activities are carefully planned and varied (see below), people can and do want to engage for this long.
Keep things moving and mix up the format
It’s easy for sessions to descend into drawn-out, unstructured conversations – these are hard enough to stay engaged with in a room, let alone on Zoom or Google Meet.
You can avoid this by regularly switching between activities and always focusing people on a specific task - this might be as simple as answering a focused question, filling in a table or coming up with three points on a particular topic. But always keep a good tempo, and avoid lingering for too long.
Mixing up the format also helps to keep people focused – for example switching between breakout room tasks, polls and feedback sessions with a bigger group. We’ve recently seen great results from ‘paired walking tasks’ – where we encourage people to step away from their screen, go for a walk and phone a colleague to discuss a particular question.
Invite people to 'park' ideas
Of course, it can be hard to strike a balance between keeping people focused and avoiding cutting them off. People in our sector are passionate about the way things should be done, and often see these a strategy workshop as a rare opportunity to get their point across.
In our face-to-face workshops, we often set up a ‘parking bay’: a piece of flipchart paper to note down any discussions we have to cut short, or issues that haven't been resolved. We invite everyone to come up and write down anything that matters to them, at any point – and we always capture any ‘parked ideas’ in our notes after. This makes it so much easier to move on and keep to time.
In many ways, this is even easier online. You can ask people to use the chat box on Zoom or Google Meet to note anything they want to come back to later – which they can either do anonymously by sending a private message, or publicly for everyone’s benefit.
Use tools like Miro to make things more playful and creative
A workshop isn’t a workshop without a whiteboard, coloured pens and your own weight in post-its. Capturing information visually is important for keeping people engaged - but typing notes in a document on a shared screen REALLY doesn’t cut it.
We’re huge fans of Miro – a free virtual whiteboard tool that's the next best thing to a big wall and half a stationery shop. Miro allows you to capture the output from a session way more creatively and collaboratively - you can easily move post-its around, group ideas together, or invite everybody to add their own annotations.
Set clear expectations about what will come out of the process
One thing I've found with shorter online workshops is that you inevitably make slower progress and need more patience. An initial session with a group of passionate people will literally fly by - fine if it's the first session on a busy agenda, but it can be more unsettling if that's all you've got time for that day or week.
If you’re planning an online workshop or a series of sessions, always share a clear agenda (that you stick to) and a quick list of planned outcomes in advance. I often start a session by saying something like “This week is all about getting all your concerns and questions out in the open – then next week we’ll start working on answers”, which is a great way to build trust and understanding with people from the outset, and avoid unrealistic expectations.
Remind people about settings that will make them more comfortable
When you think about it, using Zoom isn’t really like meeting people face-to-face at all. It’s unnatural and intense to have everybody staring at you the whole time, all while looking at a mirror image of your own face.
Fortunately, platforms like Zoom give you plenty of options to dial down the intensity, for example hiding your own video, only viewing the person who is actually speaking, or turning your camera off for a break. Resizing the screen so people's heads are closer to the size they'd appear across a table, rather than taking up most of your vision, also really helps. Simply showing people how to use these options – and encouraging them to use them if they need a break - instantly makes it easier and more comfortable to participate online.
Bring in an external facilitator
Shameless plug here, but I love seeing how much more people get out of sessions when they don’t have to worry about taking notes themselves, keeping to time or reminding people when to shut up.
Often, before we run a workshop with an organisation, they’re concerned about how much they’ll get out of it, or whether one person will dominate. But with the right planning and a few ground rules, it's almost always much more enjoyable and productive than they expected.
If you’re struggling to get people to engage positively or keep to time - or even if you just want to be able to dive in fully as a participant yourself - an independent facilitator is usually well worth it, whether you’re meeting online or face-to-face.
It's tricky to generalise about how the pandemic has impacted organisational grant funding levels. While inevitably many charities and social enterprises have struggled, many others with a grassroots community focus have thrived. Some have even unexpectedly smashed their fundraising targets.
However, if there's one thing that’s been consistently difficult in the past 12 months, it's securing funding for capital projects. From talking to various funders, I think there are two (overlapping) reasons for this:
Capital projects are unavoidably high-risk, and many funders are understandably playing it safe
There's no getting away from the fact that renovating a building or creating a new space is complicated and risky. Capital projects often run over budget and behind schedule, and sometimes fail entirely. Even if you've never managed one before, you may know this if you've ever done work on your house – once work begins on the roof or walls, new issues are uncovered, then all bets are off.
This is before you even factor in Covid and Brexit, which will inevitably impact the cost of materials, the availability of labour and the complexity of working on a crowded site.
Funders know all this, and it can worry them. As we recover from the pandemic, they'll continue to be inundated by countless worthy and urgent causes, and won't possibly be able to fund them all. So it’s not surprising that many choose to play it safe. Put yourself in a funder's shoes – would you rather award £10,000 towards a grassroots community food bank that will have a definite and immediate impact, or a complex capital project that might be subject to delays and complications?
Capital projects take a long time, and in a crisis landscape, funders inevitably focus on the short-term
Trusts and foundations often award capital funding in a different way to project grants. If you apply for £25,000 towards a £200,000 project, rather than a funder immediately awarding a grant, they might make a conditional pledge that you can draw down on later, once you’ve raised enough for the project to start.
This approach helps funders to manage risk, but it introduces other problems. If you're in the early stages of a capital campaign, their pledge might remain unused for 6, 12 or even 18 months while you fundraise the rest – and in that time, they’re not having any charitable impact.
Remember that many trusts and foundations are registered charities themselves, so they have their own charitable objectives to work to, and need to report back on their impact. So as well as focusing on lower-risk projects, a funder might well prioritise applicants that can achieve shorter-term impact.
None of this is makes a capital project impossible - but there are a few key steps you can take to help convince sceptical funders:
1. Be crystal clear on your outcomes
With a capital project, it's easy to get wrapped up in the specifics of what you’re fixing or building, and the implications for your organisation. This stuff needs to be in an application somewhere, but it's less important the why.
Who will benefit from your capital project, and in what specific ways? What will they do or experience in the new space you're creating, and how will this change their lives and/or improve the local community?
Try to distill this into four or five clear and distinct bullet points. If you can tie this in with the impact of the pandemic (for example, if this has exacerbated certain needs among the people you support, or resulted in the closure of alternative services), this will help to convince a funder that your project is needed now.
2. Explain how you will deliver your project safely and reliably
As mentioned above, Brexit and Covid bring further complications for capital projects. So the more you can show that you're a safe pair of hands, the more you'll get a risk-averse funder on side.
For example, have you created a risk assessment and detailed contingency plan? Have you consciously chosen suppliers that work in a Covid-secure way? What is your ‘Plan B’ to avoid disruption to services if there are delays? Have you allowed some flexibility in your budget for unexpected costs? Don’t expect a funder to assume these things are in place - you need to convince them that you've been diligent and methodical.
3. Make a virtue of your previous expertise
For similar reasons, your previous track record will be a factor for funders. Has your organisation successfully delivered other capital projects? If not, do any of your leadership team or Board bring relevant experience from elsewhere? Evidence of previous experience in areas such as project management, financial management and architecture / accessible design can be a real plus.
If you can't point to this, a funder might reasonably expect you to show how you're buying in the appropriate professional expertise and guidance, or assembling an experienced project steering group.
4. Ensure you have all the necessary supporting materials in place
Capital funders often insist on specific criteria such as you having an architect’s plan, proof of building ownership or a long lease, and a certain level of match funding secured.
There’s good reason for this. An architect’s plan shows that a project has been professionally designed and can be an insurance policy against nasty surprises that crop up once work has started and threaten to delay or derail a project. A long lease ensures that a project will definitely have long-term charitable impact rather than benefitting a private landlord for unknown purposes. Match funding reduces the chance that a funder's pledge will remain unused for a long time while you scrabble to raise the rest.
Sadly, no amount of engaging project information is a substitute for meeting these requirements, for a risk-averse funder with plenty of worthy projects to choose between. Make sure you know exactly what a funder expects you to have in place before deciding to apply. Even if these items aren’t mentioned as essential requirements, provide them where possible anyway – you can always link to digital files to avoid sending bulky additional material through the post.
5. And finally, consider breaking your capital project into phases
There's no getting around the fact that capital projects are high-risk, even if you can action all of the above, and many funders might continue to be more risk-averse and short-term in their thinking for a while.
You might benefit from dividing a complex capital project into several independent phases, each with their own smaller fundraising target, project timeline and set of outcomes. This could be particularly helpful if you haven’t raised much yet and don’t have previous experience of managing capital projects. It'll enable to get started, demonstrate impact and improve your track record of successful delivery sooner, even if it means temporarily compromising on your ambitions.
DIGITAL EXCLUSION: A GROWING THREAT TO YOUR IMPACT, STRATEGIC OBJECTIVES AND ABILITY TO ACCESS FUNDING?
Since September 2020, we’ve been working with a group of eight voluntary sector leaders to explore how the sector can respond to new challenges and opportunities related to Covid-19. One of the themes has been digital exclusion. With thanks to the group, we’ve shared some key learning and ideas below.
The pros and cons of digital transformation
In 2020, we witnessed digital transformation and innovation like never before. In response to Covid and social distancing, charities and social enterprises of all shapes and sizes were forced to find a way of delivering services online, or stop them altogether.
In mere weeks, organisations overcame barriers that previously seemed insurmountable - with software, skillsets and service user confidence. The results have been truly amazing. Organisations have been able to reach more people, more quickly, and potentially more cheaply than ever before. And many have found digital to be a great platform for their advocacy work - suddenly they’re able to voice their community’s needs and influence policy on a national rather than merely a local level.
Yet is everything quite as rosy as it seems? What about the people who can’t or simply aren’t accessing services online? Are you inadvertently at risk of leaving people behind and exacerbating inequalities? And if so, what does this mean for your long-term impact, strategic objectives and ability to access funding?
We asked voluntary sector leaders to explain the causes and impact of digital exclusion - and here’s what they told us
Covid-19 has significantly increased inequalities in many communities, with a growing digital divide. All too frequently, the people who are most in need of support are also the most digitally excluded:
This is a particular issue in primary care and education settings. While local authorities are attempting to address this by providing essential equipment, distribution is far too slow - even now, we are nowhere near the point where every child has a laptop. Free on-site digital training from businesses (such as banks) is currently not available due to social distancing measures, and even after lockdown could remain inaccessible for those who are most vulnerable.
Overcoming cultural, language and confidence barriers is much more difficult online. ‘Shoulder to shoulder’ activities (such as cookery clubs and Men's Sheds) are amazingly effective at encouraging people to bond, open up and share concerns in informal settings, while doing activities. This simply can’t be replicated in a Zoom call where people are forced to maintain eye contact and feel much more self-conscious.
Digital delivery introduces new safeguarding and privacy concerns that disproportionately impact people on low incomes. What if you need urgent support to protect you from domestic violence or deal with a personal health issue, but live in a small flat and are always within the earshot of family members? Or how can you make the most of online exercise classes if you have no space, facilities or privacy at home?
We are all overwhelmed by more screen time than ever before - adults are working from home and young people are home schooling. This leads to significant fatigue and is another big barrier to engagement, even for services that in theory work well online.
It's challenging to map out who is being excluded from digital services and what their barriers are, when you can’t engage them in the first place. And if digital delivery has enabled you to move into a new geographical area, you might know even less about the local delivery landscape and be working completely in the dark.
Staff who did a brilliant job running face-to-face services might not be natural online facilitators - due to a lack of digital confidence, training or a good home connection. But in current circumstances, they might feel that they should just 'muck in' rather than raising concerns.
For so long we’ve all been talking about digital transformation as a huge potential positive – but there’s an overwhelming sense that while services are changing at pace, too many service users and staff are being left behind.
So what can we all do to address digital exclusion?
1. Grassroots collaboration and activity
Some of our course participants are now exploring the idea of creating ‘digital community hubs’ for vulnerable people who lack the technology, expertise or space to access digital services at home. These hubs would be confidential and Covid-secure spaces for people who need drop-in style digital support and free WiFi connections.
Hubs could be set up in existing community facilities such as libraries, or make use of currently empty buildings such as offices or co-working spaces. To make this happen, local community organisations would need to pool their resources and collaborate on funding bids in order to secure spaces, equipment and staffing. While hubs would cost money, they might enable organisations to make savings by closing some services or facilities that they currently fund in their entirety.
To foster a collaborative approach, every community would ideally need a ‘digital coordinator’. Organisations also need to collaborate better in terms of sharing data and learning about digital exclusion, and pilot solutions.
In the short-term, while services can’t take place face-to-face, it's worth considering whether a digital-only approach is sufficiently fair and accessible. A blended approach involving things like telephone support is likely to better for service users facing safeguarding or privacy issues.
2. Funding and in-kind support
Nobody on our course was currently aware of any significant funding to specifically tackle digital exclusion. Grant funding will be esssential to pay for tangible things like equipment, WiFi connections and data allowances, as well as the additional staff time needed to map out people's needs, adapt services and trial new solutions.
There's a real opportunity for in-kind support too - for example tech equipment and training from companies, and cooperation from mobile phone companies to provide data allowances and devices with pre-installed platforms that minimise data use. Discussing this issue with your suppliers and corporate supporters may be an important first step.
Corporate fundraisers often experience frustration that companies are more willing to give time and ‘things’ than donations. Here’s a tangible opportunity to ask for readily-available equipment that can make an immediate difference - though with many companies severely impacted by the pandemic, the timing could be tricky.
3. Sector-wide lobbying and campaigning
It's clear that we haven’t fully got to grips with the scale of the problem of digital exclusion - there's a lack of awareness among policymakers, a dearth of research to understand it, and a scarcity of funding to overcome it. The organisations that we're working with felt that a coordinated response from the voluntary sector, including support from infrastructure and advocacy organisations, will be needed to:
Here’s a secret that not every fundraiser will admit: we all go through periods where things aren’t going to plan and we’re not quite sure how to change it. Periods when it feels like the money is drying up, you’re hearing no more often than yes, and you’re struggling to inject that fresh sparkle into your work.
With Covid-19 piling yet more pressure and competition on trusts and foundations, there’s arguably never been a tougher time to fundraise. For many organisations, emergency funding will tide them over until the end of the financial year, but the pressure to find that next big grant win is never far away.
If you're going through a lean patch and feel like you've tried everything, here's out checklist of things to try:
1. Beef up your evidence of need
Funders generally only care about what you do and how you do it if you first convince them why your work is so vital. This is one of the best ways to make sure your application truly stands out.
If you haven’t taken the time recently to refresh your evidence base, this is a great way to strengthen your case for support. For example: