The credit crunch and the recession give us a wonderful opportunity to tell our trustees why our fundraising is struggling. The Tsunami excuse was wearing a bit thin, so thank God a new excuse has come along.
I'm not sure, however, how long trustees will buy this excuse, so it's about time we had a bank of original excuses to keep those pesky trustees at bay.
Here are a few suggestions:
1. The database won't let us do what we want to.
2. We've become unpopular.
3. No one's ever heard of us.
4. No one will tell us what they want the money for.
5. Giving is no longer fashionable.
6. We really don't need the money so how can we ask for more?
7. We've been hit by unforeseen factors, and we still don't know what they are.
8. There's more competition than ever.
9. We're too busy to fundraise.
10. I've blown the budget on a world cruise.
Good aren't they? In fact, every one of those excuses - apart from the last one - are direct quotes from interviews I've conducted with fundraisers in the last year!
And let's be frank: they are all excuses, reasons for inaction. Because while there may be a nugget of truth inside each of those sentences, fundraisers have the power to do something about all of them. In these hard times we may have to think harder and work smarter, but there are plenty of charities who are bucking the trend, and I bet that most of those charities could use the above excuses if they wanted to.
Fundraisers should be solutions-driven not problem-restricted. Let's show that a recession does not mean a falling off in income but rather a new and refreshing engagement with our supporters.
Comments
Do you need fundraisers
At the risk of incurring the wrath of all and sundry, shouldn't charities be questioning whether they should have a fundraising section. I think there must be a very good case for freeing up all the resources involved in your fundraising and out-sourcing this to a specialist organisation with a definite target and a success based remuneration.
The model is there in other organisations from simple maintenance to catering services to human resources and payroll. Changing the focus from fundrasing to financing may allow the charity to direct its energies on its core objects and really focus on its knitting.
I think you and I would be very happy if it were all outsourced!
Barry
A great comment a few weeks ago from a charity I visited that has a number of shops '..we really should train our shop staff because I am sure they don't realise what they are there for. The shops just become a drop off point for donated goods rather than a sales outlet generating revenue...'
I think you and I should get together for a chat at some point!
Keith Grinsted
07841 312711
kgrinsted@premiercontact.co.uk
Premier Contact Ltd
...making your voice heard!
www.premiercontact.co.uk
Interesting you mention the charity shops Howard
As I am increasingly seeing signs in local charity shop windows (in Essex anyway)saying they are desperate for saleable stock - clothing etc.
I wonder if there is a move toward people selling their surplus clothes, toys, etc at boot sales again to generate much needed income rather than taking them to charity shops?
Keith Grinsted
07841 312711
kgrinsted@premiercontact.co.uk
Premier Contact Ltd
...making your voice heard!
www.premiercontact.co.uk
Glass half empty
Spot on! I enjoyed hearing those again, and I squirmed when I thought of how many of them I'd used over the years.
The state of the economy is always a reliable excuse - if it's boom time, people are spending their money on enjoying themselves. If it's a recession, people will cut back their charitable giving.
Ah, if only it were that simple. But as we know, some kinds of fundraising like charity shops selling second-hand clothes often thrive in hard times. Not much use if you're responsible for direct mail fundraising, admittedly, but encouraging nonetheless.
And, as nfpsynergy reported in July, economic hardtimes can take up to 10 months to have an impact on charities' incomes.
So, if you're tempted to use the economy excuse, get your timing right.