At the start of a new year it’s natural to reflect on the events of the previous year and look ahead to what the new year may bring. It’s the perfect time to review your existing Fundraising Strategy and see whether what you’re doing is working or whether it’s time for a change.

Today more than ever charities need to be able to meet the pressures of maintaining sufficient levels of income from a number of streams and remain agile, adapting strategies and introducing new income streams when needed. This is where a strong fundraising strategy is key.

When we are approached by organisations for support to develop a fundraising strategy they are usually looking to achieve one or more of the following aims:
• To continue current work
• To expand services into new areas of work
• To reduce the risk of over-reliance on a single source of income
• To build up reserves
• To raise more regular long-term funding

A well-developed fundraising strategy will help to provide clarity about your organisation’s aims and priorities while also providing a ‘reality check’ to ensure  these priorities are realistic and achievable. Through the careful research and scoping of opportunities, the strategy will introduce a more targeted approach, increasing the likelihood of success and most effective use of time.

Another, often overlooked benefit of the fundraising strategy is that it encourages a shared responsibility for fundraising across the organisation. This is increasingly important as the new CC20 guidelines from the Charity Commission emphasise that trustees have responsibility for fundraising and should be aware of the strategy and activities taking place.

The scope and depth of a fundraising strategy depends very much on the activity. For example, a three-year fundraising strategy aligned to a business […]

The Charity Commission has released guidance on new fundraising rules that came into effect on the 1st of November as part of the Charities Act 2016. The guidance outlines rules on two key areas.

The first requirement applies where a charity, registered or unregistered, uses a professional fundraiser or commercial participator to raise funds. Broadly, it says that the compulsory written agreements between charities and these third parties must include extra information covering:

• the scheme for regulating fundraising or recognised fundraising standards that will apply to the professional fundraiser or commercial participator in carrying out the agreement
• how the professional fundraiser or commercial participator will protect the public, including vulnerable people, from unreasonably intrusive or persistent fundraising approaches and undue pressure to donate
• how charities will monitor the professional fundraiser or commercial participator’s compliance with these requirements

The second requirement applies to registered charities that, by law, must have their accounts audited. It says that these charities have to include extra information about fundraising in their trustees’ annual report. Broadly, the extra annual statements are about the charity’s:

• approach to fundraising
• work with, and oversight of, any commercial participators/professional fundraisers
• fundraising conforming to recognised standards
• monitoring of fundraising carried out on its behalf
• fundraising complaints
• protection of the public, including vulnerable people, from unreasonably intrusive or persistent fundraising approaches, and undue pressure to donate

In a statement by the regulator, Sarah Atkinson, director of policy and communications at the Charity Commission said: “Many in the sector are working hard to support these changes, and to review their own fundraising practices so that public trust can be restored”. “The new Charities Act provisions will help charities to demonstrate that their donors and the public are treated with respect […]

Many of our clients are small charities (with an annual income of under £1m) and when it comes to Individual Giving fundraising we know that there is often a feeling that there is no point in competing with the ‘big boy’ household name charities. With their bigger budgets, bigger teams, better marketing they are able to reach infinitely more people and generate millions every year through Individual Giving. This reluctance sounds reasonable when you look at it like that – all of those facts are true.

However, research has shown that donors prefer to give to smaller local charities.

Smaller charities feel that they can’t be successful with individual donors as they can’t afford direct marketing, telephone agencies, face-to-face fundraisers. The reality is that donors are sick of these methods – they find them intrusive and often view them as an example of a charity wasting money.

Many small charities support local causes and this again is an advantage, as people like to see the benefit of their donation within their local community. However, a community can go beyond a geographical area and can be a shared interest, action, practice or circumstance.

One study found that donors preferred to support local charities through workplace giving, social media, local media partnerships and events that encourage community participation and connectedness. They preferred raising funds for specific items and stressed the importance of regular communication with donors regarding positive achievements. Social media is a useful tool for small charities as it enables regular communication and allows for responsive interactions.

We know that trust in charities is at an all-time low and that donors are looking to see that their support is having an impact. If you know a donor […]

After the events of last year, it’s not news to anyone that public trust in charities is at an all time low. Last month the Charity Commission published a blog covering key areas that charities need to work on to get the message across to the public that their time and money does make a difference. Of course, the focus is firmly rooted on engaging with the Charity Commission but they make some useful points:

1) Be clear about what you are aiming to do and how you make an impact – This is all about public benefit reporting. While you may be clear on what you aim to do, are you telling the story about what you have done and the difference it has made (the impact)?

2) What will you do with money you raise from the public or with the time and energy of volunteers? – What are your plans for the next year? Include these on your website and in your annual report so donors are clear what their money is needed for.

3) Clear, simple accounting that explains your support/ administration and fundraising costs – Accounts should be easy to read (believe us, sometimes they require an accountant to decipher the information).

4) File your accounts on time – Late accounts show up on the charity commission website as ‘overdue’ and may raise alarm bells.

5) Keep up to date with Charity Commission guidance – Ensure trustee emails are registered with the commission so they can send them updates directly.

For the full blog from the Charity Commission look here.

The Commission are also consulting with charities on what they can do to help build trust in charities. Let us know if you have any ideas – […]

Today more than ever charities need to be able to meet the pressures of maintaining sufficient levels of income from a number of streams and remain agile, adapting strategies and introducing new income streams when needed. This is where a strong fundraising strategy is key.

When we are approached by organisations for support to develop a fundraising strategy they are usually looking to achieve one or more of the following aims:
• To continue current work
• To expand services into new areas of work
• To reduce the risk of over-reliance on a single source of income
• To build up reserves
• To raise more regular long-term funding

A well-developed fundraising strategy will help to provide clarity about your organisation’s aims and priorities while also providing a ‘reality check’ to ensure  these priorities are realistic and achievable. Through the careful research and scoping of opportunities, the strategy will introduce a more targeted approach, increasing the likelihood of success and most effective use of time.

Another, often overlooked benefit of the fundraising strategy is that it encourages a shared responsibility for fundraising across the organisation. This is increasingly important as the new CC20 guidelines from the Charity Commission emphasises that trustees have responsibility for fundraising and should be aware of the strategy and activities taking place.

The scope and depth of a fundraising strategy depends very much on the activity. For example, a three-year fundraising strategy aligned to a business plan will look quite different to fundraising for a one-off occurrence, such as a Capital appeal or a big event. It’s important to remember that while the strategy is a ‘road map’ it should be subject to change as external factors require.

If your organisation is thinking of producing a strategy in-house then […]

Of course the big news at the moment is the EU referendum, the outcome of which has left many reeling and wondering “what does Brexit mean for charities”? what the sector can expect and how we’ll deal with the implications of what many see as a drastic, unnecessary and ill-informed decision.

It’s very early days (at the time of writing, less than a week has passed) but the rallying cry seems to be that as a sector we have dealt with some ‘difficult times’ so we will be able to ride this storm. As the practical and financial implications will take time to unfold (MP’s are resigning, the pound is falling in value) what is already evident is that racial and class tensions are high and this is where heads of the sector have focused first.

Sir Stuart Etherington, chief executive of the NCVO, wrote in a blog:

“The referendum has thrown into sharper contrast than ever previously a division in the United Kingdom. Questions of social mobility will rightly now come to the fore again. And we can hope that the racial tensions stoked so crudely and cruelly during the campaigning do not linger, but the risk of this is clear. We must now play our role in healing these divisions. We can and must help people in the communities we work with to understand, respect and cherish each other.”

His views were echoed by Neil Cleevely of Navca who said:

“The ability of local charities and community groups to bring together people from different backgrounds and experiences for the common good is more vital than ever. I am sure that our members will do what they always do and unite people to tackle the economic and […]