If you were asked to create an ethical fundraising policy, what would you do and where would you start?
With the latest wave of bad news stories – especially the Presidents Club scandal, which saw charities scrambling to hand back donations – I’ve been contacted for advice by several organisations who, quite sensibly, want to avoid getting in a similar position themselves.
An ethical fundraising policy sets out what your organisation is willing to do and not do in relation to fundraising, based on some agreed ethical principles. This often includes (but shouldn't be limited to) when you may choose to reject a donation.
If this sounds like a straightforward exercise, it shouldn’t be. It goes without saying that ethics aren’t black and white, so putting together this policy must involve careful thought and reflection.
Here are six guiding principles to keep in mind if you're creating an ethical fundraising policy:
1. Start a conversation - don’t search for a template policy
A common mistake is to assign this task to one member of staff, and ask them to find an example policy that can be adapted quickly for your organisation.
However, creating an ethical fundraising policy goes right to the heart of your appetite for risk, your charitable objects and the areas of particular sensitivity for your cause. As such, it's crucial that trustees and senior management are involved.
This process should start with a conversation. This is arguably the most important stage, since you need to debate different scenarios and views, and arrive at a position that feels right for your organisation. This is usually a thought-provoking exercise that improves everybody’s understanding and appreciation of the complexities involved. If you treat creating the policy as a box-ticking exercise, you’ll miss out on this valuable development opportunity.
2. Take a broad view – don’t over-react to one event
It's common to be prompted into action by a single event, like a high-profile bad news story. This isn’t a problem as such, but you shouldn't let it skew your whole approach.
In the wake of the Presidents Club scandal, many charities are focused on whether they should accept (or return) certain donations. However, this is only part of the puzzle – your policy may need to cover the ethical standards you expect your suppliers to meet, how you check those standards, and how you interact with vulnerable donors.
It's helpful to start by making a list of all the circumstances and ethical dilemmas your charity needs to consider. This should be informed by the types of fundraising that you do and your existing risk assessment, as well as by external events.
3. Define your attitude towards risk – avoid making decisions that you’ll reverse later
Keeping everyone happy is rarely possible, as recent developments show. Many people were outraged that charities like GOSH had accepted donations from the Presidents Club, but others were reportedly angry when they considered handing them back.
There are no right or wrong answers, so you need to judge what feels appropriate for your organisation, anticipate how your supporters and beneficiaries might react, and be prepared to justify your decision. It's no good having a policy in place, then caving in as soon as you put it into practice and people object.
Defining your organisation’s attitude towards risk is essential – this is why trustees and management must be involved. Accepting some donations can be risky, but being totally risk-averse is a risk in itself – it can demoralise staff, or damage your financial position. This is inevitably a sensitive balancing act. It may be helpful to consult key donors and beneficiaries when creating your policy, to anticipate objections in advance.
4. Make it relevant to your cause – don’t be over-simplistic
When defining whether to accept or reject donations from individuals and companies, you may be tempted to start by creating a list of 'no go' areas, like if they are linked to alcohol, drugs, gambling or pornography.
Unfortunately, the world isn't that simple - household name companies sell alcoholic products, and established publishing companies produce pornographic magazines. If you're not careful, you could find yourself turning away a lot of donations!
You need to be more specific and mindful of your cause and charitable aims. It's not about what staff or trustees personally think is ethically correct, but whether a donation might damage your mission or beneficiaries. An animal welfare charity might be reluctant to accept a donation from a cosmetics company, but happy to do so from an alcohol brand - whereas an addiction charity might take the opposite view.
5. Include specific processes and procedures - not just general guidelines
Your policy should not only set out your position, but explain how to action it - for example, do you subject donations over a certain amount to more rigorous background checks? What do those checks involve? How do you go about reporting serious incidents?
This will help staff to put your policy into action, and also show anybody reading it that you're serious about fundraising ethically, rather than just treating it as a tickbox exercise.
6. Make your policy part of the bigger picture - don't see it as enough in isolation
It's tempting to sign off your ethical fundraising policy and assume it's 'job done' - but in reality, this is an ongoing commitment and part of a larger compliance picture.
Your policy shouldn't just sit in an obscure corner of your shared drive. It must be an ongoing reference point that's displayed clearly for staff to refer to when needed, and part of induction processes for staff and volunteers. Fundraisers should feel able to raise any concerns or discuss situations they feel unsure about. Management and trustees should review your policy periodically, in response to changing fundraising practices, issues affecting the sector, and changes to your own fundraising portfolio and risk assessment.
Aside from creating an ethical fundraising policy, you may also want to, for example, review your Data Protection compliance ahead of the arrival of GDPR, ensure your trustees are aware of their legal fundraising duties as set out in the Charity Commission's CC20 document, or produce a short supporter promise outlining your commitment to good fundraising (I've always liked this example from Mind).
Trustees’ Week is a great opportunity to celebrate the amazing contribution being made by over one million voluntary trustees in the UK – and rightly so. But are trustees doing as much as they can to support their charity’s fundraising efforts – and is your organisation missing a trick?
The UK is the sixth most giving country in the world and has a proud charitable tradition, despite plenty of negative media coverage in recent years. This simply wouldn’t be possible without the work of trustees, who dedicate their time to making vital decisions about a charity’s work and strategy.
On average, trustees give almost five hours per week of their time – based on the median hourly wage, this is worth a staggering £3.5bn a year to the sector (source: Civil Society). However, in our experience, often only a small amount of this time is dedicated to supporting fundraising. Generally, the charities that we work with have few (if any) trustees with fundraising expertise or knowledge.
Smaller charities inevitably tend to have few paid staff, so it’s essential that their Boards bring expertise related to governance, financial management and their specific area of work (for instance, education or social care). As a result, fundraising can seem a lower priority – charities may never get around to looking for trustees with fundraising experience, lack the contacts to find the right people, or not have a vacant space on their Board.
Many trustees therefore feel they lack the knowledge and confidence to support fundraising – but with a bit of encouragement, there’s so much they could do.
Leading the way on a whole-organisation commitment to fundraising
Fundraising relies so much on contacts and having a captive audience. However, for obvious reasons, smaller charities rarely have the large supporter bases, volunteer networks and marketing budgets enjoyed by household name charities. As a result, they need as much help as possible from all the people already involved in their work.
Charities raise more money when all their staff and trustees recognise the value of fundraising and the importance of supporting it however they can. That doesn’t mean people need to put their hands in their own pockets, or feel under pressure to always help in the same way. There are so many small things that trustees and staff can do that help to make a huge difference:
Developing the right culture for fundraising
As well as leading by example and providing hands-on support, great trustees can also shape the entire working culture of a charity, creating an environment where fundraising – and fundraisers – are able to thrive. Here are five ways of doing this:
Developing a whole-organisation commitment to fundraising, and creating the right culture for fundraising to thrive, is of course easier when you have fundraising expertise on your Board. However, in a tough financial climate, you can’t wait until tomorrow to start. While most trustees won’t be able to help with all of the above, we guarantee that every trustee can do something - and staff will appreciate it more than you may expect.
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.
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.
You don't need us to tell you that charities are having a tough time of it.
It seems a long time ago that the tragic death of Olive Cooke was first reported. Rightly or wrongly, this was quickly linked with charities and triggered unprecedented scrutiny and criticism of fundraising methods, particularly towards vulnerable supporters.
As a result, we've all had to face difficult questions, many of them justified. Sir Stuart Etherington led a review of fundraising regulation in consultation with the UK's 50 largest charities based on fundraising income.
This decision to only seek the views of the largest charities has been heavily criticised. The changing public perception of charities and potential new regulation will undoubtedly affect us all, and small charities have their own views and challenges. To maintain a healthy sector, it's vital that everybody's voice is heard.
Fortunately, the Small Charities Coalition and the Institute of Fundraising have given every small charity the opportunity to complete a 10-minute survey to share their views, and will be holding an open forum on fundraising regulation on 4 February.
We can't emphasise enough how important it is to make your voice heard. Fundraising reform will be fairer and more effective if it's done with smaller charities in mind too. The survey closes on Friday (15 January) so please take a look before then.
This blog is based on one of seven free fundraising helpsheets for small charities published by Lime Green Consulting in May 2015. Click here to access the helpsheets.
Strategy. It's a word that gets some people very excited and causes others to glaze over.
I've worked with many small charities to help them to develop a fundraising strategy. My aim is to ensure that they have a solid foundation to build upon, a clear picture of the resources required and the confidence to know which fundraising opportunities they're backing and why.
While every charity is different, a number of common problems and questions tend to pop up.
Charities often approach me once they have already had multiple meetings and discussions that have gone round in circles. They're faced with many fundraising opportunities and find it difficult to decide between them, yet are fed up of trying to do everything well and failing. Trustees and senior staff tend to be very passionate about their organisations, which can occasionally be a barrier to balanced and objective discussion.
Frequently somebody will make the valid point that "we put a lot of effort into developing a fundraising strategy a few years ago but couldn't follow it because <insert reason here> - why should we spend time doing it again?"
Invariably it's not the concept of devising a strategy that was wrong, but the way that it was done. I'm a firm believer that having a good fundraising strategy is of paramount importance, even if changing circumstances force you to tweak it later. In the words of former US president Dwight Eisenhower: “In preparing for battle I have always found that plans are useless, but planning is indispensable.”
Having spent much of the past 18 months supporting small charities to develop a fundraising strategy, I wanted to share my top ten tips for doing this effectively:
1. Involve the right people – be clear about who needs to be involved in the process. Varied expertise is important but too many voices can confuse or derail progress. The full Board may wish to delegate most of the work to a sub-committee. Senior staff should be able to input and take ownership. You might decide that you need external expertise from a fundraising consultant.
2. Establish a timescale - trustees and senior management are busy people and the strategic process can involve a lot of research and discussion, so things can drag on. Provide all-important focus by setting deadlines along the way – for instance at the research stage, drafting and final sign-off. Be clear about when you need to have a finished strategy but also be realistic – unworkable deadlines force you to rush critical work, demotivate those involved and tend to be ignored.
3. Consider the context – you can’t make sound strategic decisions without it. It’s vital to consider factors which are both internal and external to your organisation before devising a strategy. If done properly, a SWOT analysis is the bedrock on which a robust, resilient and highly effective strategy is developed. See our helpsheet ‘The SWOT Analysis’ for more information.
4. Identify some figures – what’s the absolute minimum income needed in the coming financial year to sustain your charity’s activities? Are there any co-funding gaps and unfunded core activities or overheads which you need to be aware of? What do you hope your turnover will be in 3-5 years’ time? Fundraising always works better when it’s target-driven so start thinking about the numbers, even if you have to adjust the more long-term, aspirational figures later in the process.
5. Know your fundraising activities – before deciding what’s right for you, you need to understand the general characteristics of different activities. Research the expected return on investment, time required to achieve it, resources you need to put in and level of risk involved – there are various guides out there that will give you a useful starting point.
6. Aim for balance – the ideal fundraising portfolio balances high-risk and low-risk options; quick wins and slow burners. Invest in several activities which take many years to bear fruit and you’ll run out of money before success arrives. Focus only on stable options with little growth potential and you’ll never be able to take the charity to the next level and will probably hit problems later.
7. Play to your strengths – if you’ve done a proper SWOT analysis then a clear picture should be emerging which will inform your final decisions. Be clear on what your ‘unfair advantages’ are – does your charity have strong links with big companies, in-house experience in events fundraising or trustees who are well connected with trusts and foundations? An effective fundraising strategy must play to these strengths – don’t make your job harder than it needs to be.
8. Be prepared to discard options – many charities make the mistake of overcommitting themselves. If you try to do too much, you’ll end up doing a lot of things badly. Be clear on the limitation of your resources and don’t be tempted to pursue every opportunity – the ideas which you discard are as important as those which you choose to invest in.
9. Set realistic targets – aim low and you might just achieve it, but with little reward. Aiming high is important but being completely unrealistic is a sure-fire way to demoralise staff. Use your general fundraising knowledge (see 5. above) to set realistic targets. Crucially, think about outputs as well as outcomes – there’s little point in measuring trust income in the early months, but knowing how many carefully targeted applications are being sent each month is important.
10. Commit to a plan – the worst type of fundraising strategy is one which is re-written every year. Commit to a plan and give staff the time and space to execute it – nothing erodes confidence like suddenly switching focus to a new idea just because another charity has had some success with it, or giving up on something before it’s had time to bear fruit. Establish a clear timeframe, monitor progress, and don’t deviate unless there’s a really compelling reason to do so.
What do you think of these tips? Do you have any of your own advice to add? Please comment below and let us know!
I've done a few slightly silly things for charity over the years that have had me questioning my common sense. I’ve tackled numerous running and cycling challenges that I was wholly unprepared for and even hitch-hiked to a whole different continent. But it was another challenge that really took the biscuit – or three to be precise.
In April I took part in Live Below The Line, which challenges participants to live on just £1 per day for five days.
I didn't give this much thought before signing up and it was much harder than I expected – turns out that surviving on 800 calories per day and constantly thinking ahead to your next meal isn't a great approach when you’re trying to establish a new business.
The stories I shared across the week paint a picture of my increasingly desperate mental state. I lamented a microwave accident that saw my meagre portion of porridge oats boil over and debated eating the remains off the turntable. I rejoiced the arrival of ‘treat day’ which brought three mini sausages in my half a can of baked beans – hello protein!
I was deliriously proud of my decision to buy a 25p packet of ASDA Smart Price bourbons, giving me three precious biscuits to enjoy each day. Those humble little biscuits became the centre of my world – I don’t think I’ve ever been as creative as I was when trying to justify reasons for deserving a mouthful of their chocolatey, sugary goodness.
This sanity-sapping challenge had a serious side of course – there are millions of people for whom hunger and surviving on even less than £1 per day is a constant reality. That's why I participated in Live Below The Line in the first place.
I raised over £500 for AbleChildAfrica, a charity working with and for disabled children in Uganda, Kenya and Tanzania. I joined them as a Trustee earlier this year, and it was great to play an active role in supporting their fantastic work.
This week the charity sector is celebrating Trustees’ Week. This is a great chance to celebrate the vital role that Trustees play in helping our charities. It also helps to raise awareness that anybody can be a Trustee and that it is a richly rewarding way of making a difference.
I’ve only been a Trustee for a few months so there will be people better placed than me to talk about the amazing work that so many people do as Trustees. However, I've witnessed first hand what a difference this can make for a charity.
AbleChildAfrica has a Board of around 15 very talented and hugely committed Trustees. They are divided into sub-committees which provide expert advice in specialist areas like finance, fundraising and programmes. This is a larger Board than many other small charities have which poses a few challenges. Lines of communication need to be managed carefully and responsibilities set so that everybody has a significant role to play. However, it works very well and is an incredible resource for the charity.
Last Friday, AbleChildAfrica held their annual Gala Dinner in London and it was a roaring, record-breaking success. The fundraising total will top an incredible £37,000 and the event has raised so much awareness for the work AbleChildAfrica does. It is impossible the overstate the difference that this makes for a small charity. Trustees were instrumental in planning the event, sourcing auction prizes and selling tickets to their personal contacts.
Why did I become a charity Trustee? I think there were three main reasons:
1. I knew that I had the skills and experience to really help a charity and I believe that everybody should consider taking the opportunity to help where possible. As a fundraising consultant with very specialist expertise, this was especially true for me.
2. It’s a great way to meet interesting and inspiring people and spend time with them in both a professional and social context. AbleChildAfrica Trustees give up several Saturdays a year for meetings – but the atmosphere in these meetings is so positive that they are something we genuinely all look forward to.
3. Being a Trustee gives me an excellent understanding of how charities operate ‘behind the scenes’ and how Trustees choose to evaluate opportunities, invest in fundraising and manage risk. This is invaluable to my day-to-day role and makes me a better consultant.
Not enough people know that charities desperately need more Trustees and that young people are especially under-represented as Trustees.
There are an estimated 180,000-260,000 charities in England and Wales, with almost 50% having at least one vacancy on their Board. Young people form 12% of the adult population yet make up only 0.5% of Trustees. These facts alone may make many people stop and think about becoming a Trustee.
Like many others, before taking the plunge I wasn't certain whether I could contribute what was needed. I knew that my expertise meant that I could make a big difference on a strategic level, but I wasn't in a position to offer much direct financial support. There's a perception that Trustees need to have deep pockets and that making regular donations to your charity is a requirement.
Being a Trustee does involve making a personal commitment to a charity and you should definitely pick a cause that you are willing to actively support. However, you can also do this in other ways - such as the fundraising I did by participating in Live Below The Line.
I know there is more that I can do personally as a Trustee. Sadly I wasn't able to attend this year's AbleChildAfrica Gala Dinner so my role in the success of the event was small. I'd like to put that right in 2015 and also use my professional expertise to help the charity continue improving the way it communicates with supporters and raises donations.
However, you don’t have to be a charity expert or specialist to help. Charities are always on the lookout for sharp strategic brains and people who can represent and understand their supporter base. This is especially important given the rise of social media and digital marketing as tools for fundraising and awareness-raising.
I was lucky enough to be helped and inspired by a couple of people when thinking about becoming a Trustee. Alex Swallow, who founded Young Charity Trustees, is always a source of great inspiration and his podcast about becoming a Trustee is well worth a listen. Sam Ma’ayan, who specialises in Trustee recruitment, also gave me some invaluable advice about the AbleChildAfrica role.
I’m proud to be a Trustee and have really enjoyed the experience so far, so I want to use Trustees’ Week as an opportunity to tell my personal story and encourage others to consider becoming a Trustee too.
Please check out http://trusteesweek.blogspot.co.uk for more info about becoming a Trustee and http://ablechildafrica.org/ to find out about AbleChildAfrica.
You can also #nominateatrustee on Twitter if you know somebody whom you think would make a great charity Trustee.
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