In a tough financial climate, charities are looking to cast their net more widely for financial support. This can include asking the general public, wealthy individuals and companies.
All these routes can deliver good results in the right circumstances, but it’s important to remember that trusts and foundations still offer one unique advantage: unlike everyone else, they exist solely to give away money.
The question is: are you doing enough to get it? Even if you think your charity’s best long-term income prospects lie elsewhere, it’s likely that grant funding will provide vital oxygen while you wait for your corporate, major donor or legacy fundraising to bear fruit.
There’s a big difference between securing a few grants and having a truly successful trusts and foundations programme. Focusing on a handful of friendly long-term funders might have a high success rate but it'll yield a limited amount of money. And it leaves you very vulnerable: if one funder decides to stop giving, a key project or even your whole organisation could be at risk.
Committing to a strategic, carefully-researched and well-resourced trusts and foundations fundraising programme could be your passport to financial security, even if it involves stepping out of your comfort zone.
We think there are five key components to ensure you have in place. If you’re looking to build a trusts and foundations programme from scratch, or make sure that your existing programme delivers great results, here are the five areas to get right:
1. Map out your funding needs
What do you need to raise money for anyway? Making a list of all your distinct funding needs will give vital context to your fundraising efforts, and help you to make the most of your limited time.
List all your different funding needs – including for project work, capital needs and organisational development. For each funding need, estimate the minimum and ideal amount needed – for instance, £30,000 would allow us to run this project at its current capacity, but £50,000 is what we ideally require to reach everyone in need. This also helps you to demonstrate the impact that successful fundraising could have on your work to your trustees and management.
Give each funding need a priority rating (e.g. low, medium or high) – this will help you to focus your efforts in the next stages below.
2. Thoroughly research funding prospects
There’s a vast amount of useful information about funders in the public domain. Use a database like Trustfunding or Funding Central to help your research – they’re worth the licence fees. Sometimes your local Community Voluntary Service (CVS) can arrange for you to access these databases for free.
Create a big old spreadsheet to record key information for each funder – including their name, areas of interest, how and when you must apply, average grant size, and similar charities they’ve supported previously. This will help you to decide which of your funding needs are the best fit for that funder, how much to apply for, and a priority level (e.g. low, medium, high). You should factor in which funders you already have a relationship with, to make use of your staff and trustee networks.
This process helps you not only to decide which funders to focus on first, but also to quantify the overall potential of trusts fundraising for your charity. If there are loads of excellent funding prospects out there, you might want to dedicate more short-term time to writing applications.
3. Prepare convincing template applications
We strongly recommend that you avoid jumping straight into specific applications, and first spend some time ensuring that you have all the necessary information available to create a convincing ‘case for support’ for each priority funding need.
This should include a summary of the issue you’re trying to address, what your solution looks like, how much it costs, how you’ll measure success, and why you’re the best organisation to do it. Gathering relevant research and statistics, data and testimonials from your beneficiaries, and endorsements from independent experts will strengthen your case.
Creating strong, reusable content will save you time in the long run, and enable you to respond more quickly to last-minute grant opportunities. It’s also vital to be able to describe your work on your own terms, rather than purely in response to funders’ questions and criteria. This helps you to identify and address any weaknesses or gaps in your projects, ahead of those vital deadlines.
4. Submitting those all-important applications
If you’ve spent time researching funders and developing template applications, this stage should now be more straightforward.
Work through your funding prospects in priority and/or deadline order, adapting your template content to fit each funder’s areas of interest and application criteria. Always read any guidance from the funder, as they often make it very clear what they’re looking for and expect you to follow this advice. Plan carefully for deadlines to make sure you don’t miss them, and always include a well-written and personalised cover letter.
For more tips on writing strong applications, check out our ‘Ten trusts & foundations mistakes to avoid’ helpsheet.
5. Don't forget about robust record-keeping
Organisation and attention to detail are essential for trusts fundraising – you need to keep track of every application you make, the date you submitted it, what the outcome was, and any feedback from the funder.
This will enable you to chase up funding decisions at the right time, make a note of when you can re-apply, and use any feedback received to improve your application next time. It’s also vital that you keep on top of thanking funders and meeting any reporting requirements related to your grant.
A good CRM (database) is often well worth the investment in the long run, as it allows you to store and analyse information better. However, there’s no reason why a well-maintained spreadsheet can’t work for smaller charities, at least initially.
I read recently that 116 Artificial Intelligence (AI) experts – including Elon Musk – have petitioned the UN to ban the development of autonomous weapons and ‘killer robots’.
Elon Musk is one of the world’s most prominent tech entrepreneurs. His companies are revolutionising transport, both on the roads and in space - Tesla Motors has brought fully electric vehicles into the mass market. He's invested heavily in AI research, in his own words because he wants to “keep an eye on what’s going on.”
I've long been fascinated by AI and autonomous technology. Without doubt it's going to completely change our lives – we've already seen the emergence of driverless cars and robots in Japanese hospitals to ease the burden on nurses. Stephen Hawking recently said that AI could hold the key to eradicating disease and poverty.
On the flip side, there are growing concerns about what will happen if autonomous technology falls into the wrong hands. Hawking and Musk have both warned that it's the biggest threat to the survival of the human race. We're now just years away from huge autonomous weapons that can cause unimaginable loss of life at the touch of a button. Robots with vastly more capability than the human brain, but no moral code, no longer belong in the realm of science fiction.
As technology races ahead, the debates about ethics and regulation fight to keep up. The technology for driverless cars already exists - it's the challenge of how we programme them that's holding things up.
On the surface, this has nothing to do with charities and fundraising. However, I know that many of us have to battle with something that also has great potential to improve how we do things, but great destructive capability too.
When you have big responsibilities in a small organisation, what role does self-doubt play? Is it a positive or a negative influence?
My transition from fundraiser to charity consultant left plenty of room for self-doubt. When you stop working for an organisation, you leave behind the comfort that comes from being part of an established structure with a good reputation.
For most of our first two years, I went into every major meeting or event with some kind of self-doubt. Am I well enough prepared? Will people appreciate my ideas? What if our training attendees find this exercise unclear or boring?
Doubting yourself can be enormously beneficial, but too much self-doubt can be destructive and exhausting.
It drove me to meticulously prepare for everything – if you naturally go through 20 different ways something could go wrong in your own head, more often than not it ends up going to plan!
But the negative thoughts also meant I used up lots of nervous energy, spent too much time preparing for things that weren't essential, and got bogged down anticipating problems that didn’t really exist.
Over time, I've gained experience and started doubting myself less. Generally I enjoy my work more as a result, but sometimes I also miss that ‘edge’ - fretting over small decisions or details can definitely help keep you on your toes.
Working for a smaller charity is often a lonely experience, particularly if you’re in a senior role or you’re the organisation’s only expert in what you do. This can make self-doubt a double-edged sword.
Often, your work isn’t subject to many checks and balances. Your colleagues or trustees may not know enough to meaningfully question your decisions, or reassure you that you’re on the right track. As a result, you may find you have a broad range of questions going round in your head:
So what's the right balance? I’m not sure I’m qualified to say, however personally I have a couple of ground rules:
1. You need to make self-doubt a 'force for good' in some way, that you can use to drive yourself forward and improve your work.
2. If it becomes draining or stops you enjoying what you do, you must address it, even if that means you lose out on some of the positives too.
Like with autonomous technology, there's probably no holding back the 'technology' of self-doubt - it's hard-wired in most of our brains. The challenge is harnessing it in a positive way, and remembering to be kind to yourself along the way.
Lime Green Consulting HQ has now relocated from London to Bristol, which is the inspiration for this blog. If you're based in Bristol or the South West, we'd absolutely love to hear from you. We're also continuing to work with organisations in London and across the country.
This week, after months of planning, my partner Sally and I finally took the plunge and moved to Bristol.
Like many people, we were looking to buy our first house but facing the reality of London house prices. We knew that saying goodbye to North London after ten years would mean more space and a better quality of life. However, uprooting not just our home but our social lives and my growing business has been challenging and, at times, daunting.
Moving house is stressful at the best of times, especially when you’re relocating to a new city. On top of the usual challenges, we’ve got two very anxious young cats and unwittingly scheduled our move at the same time as a prolonged heatwave!
Unpacking boxes and painting walls as the thermometer hit 31 degrees wasn’t a pleasant experience – especially when we had to keep doors and windows closed to prevent our cats making a break for freedom. Even the local Tesco (our one local supermarket) couldn’t cope with the heat as their fridges broke down - so not only did we run out of basic supplies, we couldn't even celebrate with a calming alcoholic drink either.
So how can you ensure 'business as usual' when you're surrounded by mayhem? Plenty of small businesses - including charities - face the same challenge during a major upheaval such as office move, a change of leadership, or even a key staff member facing something big in their personal lives.
Having now (just about) survived the move, I wanted to share a few tips on ensuring continuity during these stressful times, including some I've learned the hard way:
1. Be realistic about your time
Like me, I'm sure you're guilty of sometimes stretching the definition of a 'working day' in order to achieve as much as possible. But when you've got something major going on outside of work, protecting your time is more important than ever.
For our big move, I was determined to do something I'm usually pretty bad at - take enough time off to do everything else properly. When you're planning things weeks in advance, it's easy to fall into the trap of wishful thinking: "I'm sure things won't be that bad when it's time to move - after all, how much more difficult could one extra meeting / deadline / piece of work make things?
I tried to avoid falling into this trap by carefully scheduling client work weeks and even months in advance, consciously preserving a full five days off. At the time this felt like way longer than I'd need, but I've been grateful for every minute of it. As a result, I've been able to unpack things properly, deal with the inevitable teething problems of a new home, and explore the local area a bit.
I'm writing this blog in a sunny garden on my final afternoon off, rather than in the evening after rushing a piece of work that I wish I hadn't taken on. To protect my time, I've had to be firm with myself and others, but that's much better than promising the world and disappointing people later.
2. Keep your focus
When life is pulling you in multiple directions, you don't just lack time, but quality time to reflect and think. So it's essential to decide your priorities in advance, and remain focused on them.
A few weeks before the move, I wrote a list of all the priority tasks we needed to accomplish in June and July at all costs. So when I was able to briefly open my laptop between unpacking and painting, I already knew what I needed to focus on. No need for creative thinking!
Keeping your focus involves difficult decisions - I was recently asked to speak at a really interesting event in Bristol which would've been a first opportunity to meet some local organisations, but I reluctantly had to turn it down because it clashed with our move and I had clear priorities already.
Last year, we worked with a social enterprise whose founding CEO was leaving after 10 years. They had an overall direction, but their staff were anxious about preserving their focus and values during the upheaval. We helped them to evaluate their position and develop a one-page list of crystal clear 'interim' priorities, which gave them so much reassurance during the handover period.
3. Think positive and give yourself something to look forward to
Moving to Bristol has involved a lot of disruption and we've also had to say goodbye to a lot of people and places, which is never easy.
I've tried to keep positive by focusing on all the things I'm gaining in return, including a garden (unheard of in London!) and a spacious home office after years of working out of a tiny flat in London. Designing this office - including buying new furniture and painting the walls (lime green of course!) - has been a little treat that has made everything else seem more bearable.
Reminding your staff (and beneficiaries) about the positives of a big transition can reduce anxiety and maximise productivity. Every big change brings opportunity as well as uncertainty, even when it's unplanned. I love this story about Ben Medansky, who used a devastating fire in his studio to launch a new range of ceramics and find the time to reflect on and rejuvenate his business.
4. Count on others
'Business as usual' is only possible when things run smoothly. This means working closely with colleagues, but also not being afraid to ask for help from everyone else in your life.
Sally and I have had to work as a team to overcome the challenges of our own move. When we exchanged contracts on our house, I was in the midst of an intense month of work, so Sally took on the unenviable task of endless dealings with solicitors and mortgage brokers. In return, I've taken extra time off work for the move itself, so Sally could get back to some urgent work more quickly.
We've had help from so many people including our brilliant friends Sam and Jess, who even let our removal men into the house when we took a wrong turn on the motorway and arrived an hour late!
5. Have a bit of patience
While our initial move went smoothly, it wasn't long before we encountered problems - a washing machine that didn't work, a fuse that keeps tripping, and a particularly long afternoon in Ikea.
When we initially made it to Bristol and started unpacking quickly, I felt that the worst part was behind us and everything was working out perfectly. So when things started going wrong, I struggled to stay patient and deal with it.
Any big move or transition period involves ups and downs. Paradoxically, ensuring business continuity involves accepting that nothing will go completely to plan, and that disruption will linger for longer than you'd like. This helps you to stay calm and keep things ticking along in the meantime. Getting frustrated rarely does any good, so it's better to take a deep breath and just get on with it.
If you've recently survived a big transition period in your work and have your own tips, or if you're based in the South West and would like to find out more about what we do, please come say hi.
With ever-increasing demand from charities and the huge squeeze on statutory funding, trusts and foundations are more oversubscribed than ever, and success rates are on the decline. This two-part blog explains how you can stay ahead of the crowd by avoiding ten common mistakes.
Click here to read part one, all about avoiding circular appeals, getting your budget right and treating funder guidelines like gold dust. Part two below covers our final five mistakes to avoid...
6. Failing to acknowledge previous support
Applying for a grant without acknowledging that a trust has made a donation previously - whether it's multi-year funding for a major project or a cheque for £500 - will make you seem disorganised, ungrateful, or possibly both. This may sound obvious, but I've seen plenty of charities get it wrong.
Try this instead: Before re-applying to a funder, check whether they've supported you previously, how much they gave and when, and make sure you've thanked them and reported on how any grant was spent. Be sure to acknowledge their previous support in your application and thank them again, even if you've done it already.
Whatever your budget, you'll need strong record-keeping to be able to do this, whether that's a CRM database or a well-maintained spreadsheet. This is the bedrock of a good trusts programme.
If you're re-applying to a funder and realise you haven't communicated well with them, I'd recommend holding off on your application for a few months so you can smooth things over first.
7. Resorting to technical jargon
The longer you spend working close to a cause, the harder it can become to explain what you do in plain English. Over time, we can all lose perspective about whether certain words and phrases are meaningful for an uninformed reader.
So it can be easy to slip into using jargon and more technical language by accident. But, for some fundraisers, it can also be a deliberate tactic. You may feel this gives you added credibility as an 'expert', but it often removes any warmth and emotion from your applications.
Try this instead: No matter how faceless or professional a funder may seem, remember there will always be an individual person reading and processing your application. You need to speak to that person.
Review your application sentence by sentence and ask yourself if there's anything you're able to explain in more basic and 'human' terms. If so, consider using those words instead. Allowing some time between drafting and reviewing an application helps to give you perspective on what to change. You can also ask a friend or colleague who doesn't know the context well if it makes sense to them.
8. Inadvertently talking down your work
I've seen some fundraisers become desensitised over time to just how amazing their charity's work is, or how desperate life is for its beneficiaries.
Surprisingly, this is often most common among charities that do really emotive work, for instance with children affected by debilitating medical conditions or living in war-torn countries. I think it might be the mind's understandable natural way of coping with distressing information, but it can be a disadvantage for fundraising.
Try this instead: Avoid unintentionally 'talking down' your work by making sure you explain things carefully. Resist the temptation to shy away from distressing or uncomfortable information. You of course need to avoid being over-dramatic or attempting to guilt-trip a funder, but you simply can't expect them to understand what your beneficiaries are facing or feeling if you don't explain it to them as a newcomer.
Case studies and personal stories are usually a much better way of inspiring emotion and empathy than big-picture statistics. Again, asking someone outside your organisation to read your application, and describe the impression it makes on them, can be a really eye-opening experience that helps you to strike the right balance in your application.
9. Not calculating full cost recovery
Charities have spent the past few years being told that 'free = good' and 'costs = bad'. Whether it's the Daily Mail's latest piece about staff and running costs, or a funder that should know better publishing unrealistic guidelines about overheads, it's hardly surprising that charities feel increasingly squeamish about revealing their true costs.
However, failing to factor in management time and overheads into your budget not only puts your project at risk, it also perpetuates the myth that projects can be run in isolation. As a charity, your management and overhead costs reflect the added value you bring to a project - otherwise, surely the funder could keep their grant and do the project themselves?
Try this instead: For every project, be clear on what legitimate indirect costs you need to include in your budget and why they're essential to making your work a success. You can then avoid selling yourself short, and take pride in the true cost and value of your work.
Before approaching a funder, check whether there are any restrictions on including legitimate central costs in your application. If it's unclear, query it. Where there is a blanket ‘maximum 10%’, you can sometimes try explaining your situation and see if there’s any room for manoeuvre. However, every funder is entitled to set their own guidelines, so sometimes it's better to walk away and find another option for funding rather than risk not doing your project justice.
10. Frittering away your precious time
I’ve seen too many charities waste their limited time on trusts that aren’t a good fit for their work, applications that can’t realistically be finished by the deadline, or projects that haven’t been thought through well enough to turn them into a credible proposal.
If you're passionate about your charity's work and know you can write a good application, you need to make the most of your precious time by working effectively and focusing on the best opportunities.
Try this instead: If you're already busy then this is probably the last thing you feel like doing, but taking a step back to prioritise your opportunities will save you time in the long run. Similarly, focusing on fewer applications might increase your chances of success.
I’d highly recommend doing some thorough research in order to develop a 'pipeline' of qualified funding prospects. You can then prioritise these prospects based on your most important current funding needs and which funders are the best fit for them. This will help you to develop a ‘hitlist’ of maybe ten funders per quarter (or month) that offer the best chance of success.
If you find it tricky to evaluate the potential of new funding opportunities, a checklist of key questions and criteria may help. Many charities use this kind of checklist to make objective decisions about funding that reflect their organisation's needs, rather than always feeling under pressure from funder deadlines or recommendations from a colleague or trustee.
We help charities to sharpen their trusts and foundations fundraising efforts and increase income by researching funders, writing or reviewing applications and getting internal processes in order. We'd love to tell you more:
Good luck with all your fundraising efforts and I hope you’ve picked up a few useful tips!
This is the first part of a two-part blog by our Director Mike Zywina. Click here to read part two.
Exacerbated by the huge squeeze on statutory funding, trusts and foundations are more oversubscribed than ever. Sadly that's only likely to increase after Brexit, as funders make less money on their investments - which is often what sustains their annual giving - and charities look elsewhere after becoming cut off from European funding.
The rise of online funder databases and freelance trust fundraisers has made it easier for charities to churn out more applications, but often with a focus on quantity not quality.
Consequently, success rates are on the decline. I've seen several funders openly advertising that they fund less than 5% of the applications they receive. One funder said that by late January, they've often received far more applications than they could ever dream of funding in a whole year.
With so many letters arriving on your desk, just imagine how picky you can be about what makes the cut.
There's no guaranteed method for writing a successful application - and you should probably be suspicious of anyone who tells you there is. However, there are some sure-fire ways of making sure your application gets thrown out at the first stage. Here are my top ten:
1. Taking a punt with a 'circular appeal'
Don't get me wrong, I can see the temptation. We've heard that we might get a 10% success rate from cold applications, and we've already written a decent general appeal. So if we send out 20 more requests for £10,000, that should mean two successes and another £20,000 in the bank. Easy, right?
Except it doesn't work. Most funders hate receiving a 'circular appeal' with nothing personalised beyond the name and address, and they can see them coming a mile off. In this competitive climate, tailoring your application is a must.
You might enjoy a brief sense of anticipation and satisfaction that you've 'covered a lot of ground', but you probably won't bring in any cash. Worse still, you could find yourself blacklisted by a few funders.
Try this instead: Of course, this isn't to say you shouldn't box clever and re-use content where appropriate. Strong template applications are the bedrock of a good trusts and foundations programme.
However, you must take the time to research and understand a funder's interests and priorities, show you've done your research by tailoring what you write, then crown it with a personalised cover letter.
People often claim trusts fundraising is a numbers game - that's rarely true, and ten high quality applications will do much better than a hundred mediocre ones.
2. Making basic mistakes
Getting the funder's name wrong, mis-spelling a trustee's name, assuming that someone is a 'Mr' when you could have easily checked and found they're a 'Mrs'. The administrator is probably looking for an easy way of quickly reducing their pile of applications, and you've just provided it.
Try this instead: Check all the basic details, check them again, and check a third time to be sure. Ideally, use the funder's website - or a database like Trustfunding - rather than your own database or spreadsheet, in case your records are out of date.
If you've spent a whole day drafting applications, your eyes have probably lost all ability to spot mistakes. It's a great idea to do any final checks the next day, with a fresh head. You could also create a simple checklist to always run through before pressing print or sealing that envelope.
3. Getting your budget wrong
Catastrophic budget mistakes are surprisingly easy to make, but hard for a funder to forgive.
This can happen when multiple people are involved with working on the figures but don't document their workings, or when you change one figure in a column at the last moment and haven't set the total to auto-calculate. Suddenly your numbers can be way out, which is a big red flag for a funder being asked to trust your charity with thousands of pounds.
Try this instead: Triple check your numbers, because they're arguably even more important than what you write.
If several people are involved with creating the budget, make sure they leave a 'paper trail' of their workings, and ideally put in formulae rather than just numbers. Create a budget calculator tool in Excel that automatically calculates totals - this may take some time at first, but will make things much easier in the long run.
4. Ignoring the guidelines
Funders often take the time to provide a wealth of useful information in their written guidelines and on their websites, yet too many fundraisers don't use this to their advantage.
Skipping the guidelines is a bit like going on a treasure hunt without reading the clues. You're very likely to waste your time on an application that doesn't make the grade, and you might even damage your future application prospects by frustrating the funder too.
Try this instead: Before starting work on an application, take stock of how much information the funder has published. Some just provide basic guidelines about the length and format of your application. Others have a detailed FAQs page, examples of projects they've previously funded, and even in-depth advice about answering specific questions.
Whether there's a single paragraph of info or a comprehensive website, make sure you read it in full before you start writing. You should also refer back to the guidelines as you proceed, making sure you demonstrate your knowledge and understanding of their criteria as you answer the questions.
5. Missing the all-important deadline
Not all trusts and foundations set specific deadlines - but when they do, they mean them. While a day late may not seem much to you, it makes a bad impression and offers a good reason to throw out your application.
Try this instead: Research deadlines meticulously in advance and work backwards to set key dates and milestones for the different stages of your application: gathering the raw information to go in it, producing a first draft, reviewing with colleagues and getting it signed off. All of these stages take time, especially when colleagues are busy, so build in an extra margin just in case!
Of course, avoiding a last-minute rush is easier said than done. But it's vital if you want to avoid wasting effort on an application that never gets read. You can make things easier for yourself by prioritising your time and skipping applications that you don't have time to do properly, or where there's only a tiny chance of success.
“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.
This time of year is an unwanted wake-up call for millions of people. You remember the feeling. Six weeks ago, the long summer holiday felt like it could almost last forever. Suddenly, the lazy summer days were all but over and you faced the looming prospect of going back to school.
Digging out your uniform to check whether it still fits. The trauma of setting the early morning alarm clock again. Fighting with other family members for ten precious minutes in the bathroom.
Across the UK, kids and parents are gearing up for this annual struggle. We’ve thought of a few things that fundraisers could learn from them:
1. Summer is over – so make the most of it
The end of the summer holiday always feels deflating. Memories of ice creams in the park, summer camps and days at the beach are suddenly cruel as you face the prospect of lessons, airless classrooms and homework.
But all good things have to come to an end. And there are things to look forward to. Seeing your friends and again and sharing your holiday stories. Playing for the football team again. Not having to keep finding new things to do to stave off the boredom (admit it).
Many charities enjoy a golden period, with a supportive multi-year funder bringing rare financial security or a big annual event that keeps delivering. Planning ahead for the harsh wake-up call is crucial. Come to terms with the fact that the money will dry up – maybe sooner than expected – and embrace the opportunities that come with this. Make sure you’re developing other sources of income and building relationships with new funders before it’s too late.
2. Stock up your pencil case
Coloured pens. Calculator. Compass. There’s something exciting about rocking up on the first day of term with a shiny new set of everything, even if you know it won’t last a week.
For fundraisers, there are various vital things that you need in your metaphorical pencil case. A case for support. Regular content for the website, newsletter and social media. A ‘shopping list’ articulating what different donation amounts will buy. You could be a great fundraiser, full of creative ideas and great at talking to donors, but you won’t get far without these things.
As you come back from your summer break, spare a moment to take a step back and consider whether you’ve got everything you need to do your job properly. If you’re missing a key piece of the jigsaw, have an honest conversation internally about why it’s so important for fundraising, and how it’s holding you back.
3. It’s time for a new pair of trousers
Nothing marked the end of the summer quite like trudging to the school uniform shop. Nobody really likes school uniform, but we have to keep buying it because kids don’t stop growing.
Charities sometimes outgrow their clothes too. Many smaller charities embark on a new fundraising strategy where one person is responsible for trying a few activities. Some don’t work, but a few things start showing promise at the same time. Suddenly it takes much longer to support twice as many volunteers, or process three times as many event enquiries. What used to take 20% of your week now has you staying late two nights a week. The processes initially set up are now inadequate. Cue fundraiser burnout.
This can sneak up on you, particularly if your staff don’t feel confident about raising problems or if you’re not monitoring their work. It’s important to embrace the challenges of growth and realise when it’s time for new pair of trousers, before you’re bursting at the seams.
4. Get organised before the chaos begins
If your family home was anything like mine, the end of summer marks the onset of bedlam. Angry banging on the bathroom door. Squabbling at the breakfast table. A lost book bag and a misplaced shoe. Car horns and traffic jams. It’s like everybody has forgotten everything they ever knew about working together in six short weeks.
Most people come back to work after a holiday with good intentions. They’ve had a chance to gain some perspective and make a list of everything they want to achieve, but this can quickly fall away when the emails and calls start coming in.
It takes having a routine and being organised to prepare for chaos. For sowing name labels into shirts, read putting all your funder re-application dates clearly into your calendar. For writing your lesson timetable, read planning your calendar of supporter emails and social media updates. Get organised ahead of time, because it won’t take long until the chaos arrives!
5. Success depends on having the right environment
My parents always struck a good balance with me. They encouraged me to get my homework done in good time, but they weren’t overbearing and they let me make my own mistakes. They praised me when I got good marks, but punished me if I came home with a detention slip. This helped create the right environment for me to do well at school but grow up at the same time.
Plenty of great fundraisers fail because the right support isn’t in place. It’s essential for charities to create the right culture for fundraising:
Working in the charity sector can be extremely demanding, with little time to stop and think. Holidays are a rare and vital opportunity to recharge your batteries and gain some much-needed perspective. If you’re lucky enough to have a holiday any time soon, please make the most of it! Check out our top tips on taking a step back.
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.
Growing your influence in a busy world – five things I’ve learned from running Lime Green Consulting
It’s been just over two years since I waved goodbye to full-time employment and turned Lime Green Consulting from a twinkle in my mind into a bona fide consultancy for small charities.
Since then, I've met some incredible people, worked on amazing projects and made a few mistakes along the way. Setting up and growing a small business has many things in common with running a small charity, and many of the lessons I've learned will resonate with charity directors, staff and trustees. Here are my top five tips:
1. Be clear on your core purpose
If you want to get noticed, it’s so important to distil everything that you do into a simple, clear message.
When I started out as a consultant, it took some time to understand how to articulate exactly why charities should work with me. I had pretty broad fundraising experience and wasn't sure what was most relevant. I had a naive belief that I could sit down with a charity, discuss their challenges and find a way to make myself useful.
In reality, if you’re not clear how you can help someone, most people will be way too busy to take the time to work it out for you. It was only when I developed a really clear proposition and a small range of headline services that I was really in business.
Charities must distil their often complex projects and sometimes technical work into a crystal clear message. Get the what and why right and people will ask about the how and with whom later. Don’t throw everything at people immediately – have the confidence that if you give people enough information to remember you and start a conversation then they’ll want to come back and find out more over time.
2. Collaborate and grow your universe
When I first started out, I was given some wise advice I've never forgotten: “The most important thing is to meet people and make yourself useful. Don’t worry immediately about making money, it will follow.”
This is a great motto if you want to meet amazing people, find brilliant opportunities and grow your influence. I always embrace opportunities to meet and help like-minded people, whether at a networking event or over a coffee, without worrying about whether there’s a quick win.
Some people think "I don’t want to spend time chatting to someone if there’s probably nothing in it for me – it’s a waste of time." Instead I always ask myself: “What if I turn down the chance to meet someone and it could've been the next big opportunity or introduction?”
These days we’re always under time pressure so it’s tempting to evaluate everything in terms of the immediate return. However, it's so valuable to take the time to discuss challenges and share problems with people in a similar position at another organisation - this can give you a new perspective and help you to solve your own internal challenges.
I believe that charities can gain a lot from collaborating with each other, sharing ideas and teaming up for joint projects - there can be too much of a tendency within the sector to view other organisations only as competitors.
3. Develop your expert voice
If you run a small charity, there's usually so much to do and so little time. We’re naturally inclined to focus mostly on urgent short-term goals, yet we also expect to be capable of thinking big and staying relevant. In reality, we can only do this if we keep one eye on what’s happening outside our organisation.
I try to dedicate time every week to keeping abreast of wider issues in the charity sector – reading articles, sharing ideas on forums and social media, and writing blogs. It’s sometimes difficult to fit this in alongside other work. However it means that more people notice me and also helps me to develop my voice and opinions on key issues that people expect me to know about.
Always be on the look-out for key developments and conversations that you can contribute to. This is challenging because you can’t control when things pop up, for instance as the result of a news story, so you often have to make time at short notice. However, get this right and over time people will come to see you as an expert and this brings lots of opportunities.
Being the "go to" authority on a particular topic will make your charity more visible - this can open up fundraising opportunities, attract the people that need your charity's help and enable you to better represent the needs of those beneficiaries as a credible expert voice.
4. Make your content work harder
So you’re developing your expert voice and publishing great content, but who’s listening?
I read a great tip from Alex Swallow who said that you should spend 20% of your time generating content and 80% sharing it.
With limited time, it’s so tempting to publish something, tick it off the list and move on. However, publishing content is the tip of the iceberg. If blogs are our shop window, then promoting them is the billboard or TV advert that gets people to visit your shop in the first place.
When I publish something, I make a big effort to schedule posts about it on LinkedIn, Twitter and Facebook and send personalised emails to people who would find it particularly interesting. Sharing all your content via your mailing list is another great way to keep reminding people that you exist and builds familiarity, credibility and trust over time. Check out our email marketing tips here.
I know many charities who could be better at promoting their content and successes to the right people. The next time that you win an award, produce a great impact report or write an insightful article, be sure to share it via all your channels, because it’s no use to you in a dusty drawer.
5. Listen to people and don’t be afraid to ask for help
It's easy to think that you know what people want, but harder to ask and be led by others. We’re all guilty of something called confirmation bias, where we sub-consciously listen out for information that proves our existing beliefs and ignore anything that contradicts them.
So often I hear charities pondering how often to send people a newsletter or fretting about which new event their supporters would like best. Often I say ‘Have you tried asking them?’
We often feel the need to present a polished, professional side to people, but involving our supporters in our problems can be a great way to engage people and win trust. Small charities have a natural advantage here as people won’t always expect you to get everything right and will value your ability to be friendly and human. Social media has also made this much easier.
If you can ask people for help and make them part of the solution, you create ambassadors who have a natural interest in seeing you succeed, even if this is partly so they feel part of that success themselves!
This blog is based on a version that was first published on The Influence Expert by Alex Swallow in April 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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