TRUSTEES AND FUNDRAISING A PRACTICAL HANDBOOK

Excellent fundraising for a better world About the Institute of Fundraising

The Institute of Fundraising (IoF) is the professional membership body for UK fundraising. We support fundraisers through leadership and representation; best practice and compliance; education and networking; and we champion and promote fundraising as a career choice. We have over 450 organisational members who raise more than £9 billion in income for good causes every year, and over 6,000 individual members. 2 Excellent fundraising for a better world CONTENTS

A TRUSTEE’S 06 ROLE

UNDERSTANDING THE 12 RULES AND REGULATIONS

PLANNING FOR A 20 SUSTAINABLE FUTURE

WHO GIVES, 36 AND HOW?

PUTTING YOUR KNOWLEDGE 46 INTO PRACTICE

Excellent fundraising for a better world 3 INTRODUCTION

Trustees have a key role to play in ensuring that their organisation’s approach to fundraising is in keeping with its purpose, values and culture.

A successful fundraising programme can change a charity’s future – it will secure the resources that a charity needs to deliver its impact, while establishing long-term supporter relationships. It can be incredibly rewarding to be a part of that.

But remember, fundraising is about much more than bringing in the money. As one of the most visible aspects of a charity’s work, fundraising activity can shape opinion, embody the values of your charity and set the tone for your public image and brand. However, sometimes fundraising activity can be disconnected from the rest of the organisation’s activities. Trustees have an important role to play in bringing together the different parts of an organisation together under a shared approach.

Most importantly, as a trustee, you need to ensure that your charity has an appropriate approach to fundraising and that it is meeting its legal and ethical responsibilities.

4 Excellent fundraising for a better world TEN QUESTIONS EVERY TRUSTEE SHOULD BE ABLE TO ANSWER

What are your responsibilities Do you have robust processes 1 when it comes to fundraising? 7 in place to ensure you have appropriate fundraising policies, Are you happy that your charity systems, culture and control 2 is compliant with all fundraising mechanisms? standards and legislation? Which fundraising methods do Do you monitor how many 8 you use? 3 fundraising complaints have been received? Who delivers your fundraising: 9 staff, volunteers, third parties? Is your charity transparent and Are you confident that they 4 accountable in its approach to are doing so legally, and to the fundraising? highest standards?

How is your charity’s fundraising Are you confident your 5 approach sustainable? 10 fundraising expenditure is being used as effectively as possible What is your charity’s fundraising to achieve short and long term 6 strategy? objectives? Find out how to get the answers to these questions throughout this handbook.

Excellent fundraising for a better world 5 A TRUSTEE’S ROLE

6 Excellent fundraising for a better world As a trustee, you are responsible in its delivery, you do need to ensure for directing your charity’s affairs, that it is being done well and that ensuring that it meets its charitable supporters are always treated fairly objectives and that it is properly run. and with respect. This is essential for its longer term sustainability, and means making sure Make sure you understand: that – when your charity fundraises – •• how fundraising is being delivered; it does so effectively, legally and •• who is making the ask; responsibly. •• what risks there are from any fundraising activity; Your role is to see fundraising as part •• how many complaints are made of the bigger picture – contributing about fundraising practice, and to organisational plans and strategy, how they are dealt with; making fundraising a priority and ensuring that fundraising is done to And think about whether: the highest standards. •• fundraisers are sufficiently resourced to do the job; It is important for everyone on the •• fundraising is recognised as board to engage with and understand a priority and consequently fundraising. It is worth regularly championed and understood reviewing the make-up of the trustee across the organisation. board to ensure that you have the right mix and levels of skills needed to Trustees have a leading role to support the charity’s fundraising. play in setting and embedding the While you won’t always need to be a overall culture and approach across fundraising expert or to get involved the organisation.

Excellent fundraising for a better world 7 Getting fundraising right is vital for the reputation of your charity. It’s one of the key drivers of public trust and confidence in charities. That is why, as a trustee, you need to take responsibility for your charity’s fundraising, and to be sure it reflects your charity’s values. To provide the right oversight and challenge, you may need some training on fundraising and you may need to ask, if it’s too complicated, what can we do to simplify it? We don’t expect trustees to be perfect, but we expect you to do your best – it’s in the interests of your charity and your cause.

Sarah Atkinson – Director of Policy and Communications, Charity Commission

WHAT ARE YOUR RESPONSIBILITIES FOR FUNDRAISING?

Your relevant charity regulator has guidance on trustee responsibilities for fundraising.

The Charity Commission, for example, regulates charities in England and Wales, and sets out key principles in terms of trustee responsibilities in its CC20 guidance:

Plan ahead to ensure your charity Ensure compliance with the 1 has a sustainable future 4 relevant rules and regulations

Supervise your fundraising activity Identify and follow relevant 2 to ensure that it is being delivered 5 industry standards appropriately Be open and accountable, complying Protect your charity’s reputation, 6 with statutory requirements and 3 money and other assets, addressing queries about the charity’s minimising risk fundraising clearly and honestly

Further reading: CC20: Charity Fundraising – A Guide to Trustee Duties (Charity Commission)

8 Excellent fundraising for a better world NO ‘ONE SIZE FITS ALL APPROACH’ You may be more likely to be drawn – BEING A TRUSTEE FOR CHARITIES into the day-to-day operational BOTH LARGE AND SMALL issues, planning fundraising activities, coordinating volunteers and preparing Being on a trustee board can vary strategy documents, while still fulfilling hugely depending on the size of the your strategic responsibilities. organisation, and this can bring with it a number of challenging strategic and The fundraising trustee operational decisions. Discuss the level of your involvement For example, while the basic with your board and staff, considering: responsibilities remain the same, •• How involved should I get in the trusteeship at a smaller charity can charity’s fundraising activities? often mean little or no staff and minimal •• Who can I work with for support: financial resources, so there is a need fellow board members; staff; for a more hands-on approach. With volunteers and/or third parties? this in mind, you might find it even more •• How much time should I give to important to ensure that the trustee supporting fundraising? board has the right skills mix that the See Who Does What (on page 24) organisation needs to grow and develop.

I am proud to serve as a Trustee for two organisations – Oxfam GB, one the UK’s largest and best known charities, and Galapagos Conservation Trust (GCT), a significantly smaller charity with a very specific focus.

While on the face of it I play the same role in both charities – directing governance, providing strategic oversight of the charities’ operations and supporting the CEO and Executive Team – in reality the needs of the two charities are very different. Whereas Oxfam has a large staff body with teams of experts across all specialisms, GCT has a total staff of six. Trustees of GCT inevitably work more closely with these staff, coaching and supporting them to deliver their roles more effectively.

Both roles are equally vital and each meets the needs of the organisation I serve, but the difference does illustrate that one size does not fit all when it comes to governance.

Ruth Ruderham – Trustee, Oxfam GB and Galapagos Conservation Trust

Excellent fundraising for a better world 9 CASE STUDY

How can we work best with our staff teams? The whole board contributes as much as it can, but the bulk of the work is carried out by the staff team. We are Gavin McEwan lucky to have occasional volunteer Live Music Now Scotland support – but the staff definitely take on the lion’s share. Role: Chair of Trustee Board Size: Turnover approximately How much time should I give to £300,000 p.a. – two full time staff, supporting fundraising? plus additional part time support Fundraising becomes an ingrained (including a philanthropy officer for part of everything we do for Live part of the week) Music Now Scotland, given the Fundraising activity: Mostly trusts small size of the charity. It receives and foundations, but some individual a dedicated discussion slot at every giving board meeting and we have a small sub-committee which has fundraising How involved do I get in the charity’s as its key focus. We regularly discuss fundraising activities? fundraising at our board and staff As Chair of Trustees, my role is really strategy days to keep up the levels about oversight and setting strategy, of encouragement and effort! It’s not but in such a small organisation the an onerous time commitment, but it task inevitably becomes more hands- certainly becomes a constant theme on. Our board members are typically for us all. We accept that, in a small involved in acting as ambassadors, charity like ours, putting in a bit of opening doors and helping the charity extra time is sometimes necessary but to grow its network of contacts. To it frequently reaps rewards, so we are help identify likely sources of support, all sharing in that common goal. we all very much keep an eye and ear open for new opportunities and how to make the most of them. We give as much support as we can to the staff team when developing applications and detailed strategies.

10 Excellent fundraising for a better world CASE STUDY

Through our sub-committee, we also ensure that our organisation is compliant with relevant legislation and standards, such as gambling legislation for our annual lottery. Eluned Griffiths How can we work best with our Nightingale House Hospice, Wrexham staff teams? By establishing sub-committees I Role: Chair of Trustee Board and am able to work closely with fellow member of Income Generation Sub- trustees to ensure that the charity is Committee managed appropriately. I meet on a Size: Turnover approximately £3.6 regular basis with the Chief Executive million p.a. (£1.4 million of which is and Director of Income Generation to voluntary) – 12 hospice beds, 110 staff, discuss progress on income, events 700 volunteers, 10 charity shops and and fundraising trends. a weekly lottery with 16,000 players each week How much time should I give to Fundraising activity: Mostly centred supporting fundraising? around local community and events For our organisation, fundraising fundraising, with some through trusts is vital, and it has been a personal and foundations goal to try and establish some long term sustainable funding. Aside from How involved do I get in the charity’s attending committee meetings, I try fundraising activities? to attend all of our major events or Both as Chair of the Board and those that involve close links with the member of the Income Generation community, for example by always sub-committee I am careful not to manning a stall at the summer fair become too involved in fundraising at and attending the annual Taste of the operational level. The Executive Christmas festival at the local farm Management Team ensure that we shop. This gives me the opportunity to have an appropriate strategy for the work with our army of volunteers, stay charity for both service delivery and informed of their views and ideas and Income Generation and that the two thank them for the work they do. complement each other, which is discussed between the chairs of each sub-committee and presented to the board for approval.

Excellent fundraising for a better world 11 UNDERSTANDING THE RULES AND REGULATIONS

12 Excellent fundraising for a better world There are many rules and regulations Fundraising activity is also covered in place for charity fundraising that by additional legislation that is not are designed to protect both the specific to the charity sector – e.g. public and charities themselves. A gambling, data protection etc. good understanding of the regulatory framework and best practice for As a trustee, you are responsible for fundraising is important for all trustees. ensuring that your charity observes all relevant laws and standards. While the UK has a self-regulatory Although the legal framework may framework for charity fundraising, seem complex, there are some simple there are also statutory laws in place principles to follow and resources to for charities. guide you on your way.

Is your charity compliant with all fundraising standards?

•• Is your fundraising programme fully compliant with the Code of Fundraising Practice and the law? •• Have you registered for self-regulation of fundraising? •• Is your charity registered with the relevant regulatory organisation? (see page 17 for more information) •• Do you have a complaints process for fundraising, and monitor how many complaints we get? •• Are you legal, open, honest and respectful in all fundraising? •• Is your approach in keeping with the charity’s governing objectives?

Excellent fundraising for a better world 13 STAYING ON THE RIGHT SIDE OF The rules for these are set and THE LAW enforced by other regulators:

There are many laws in place for Information the way in which money is raised Commissioner’s Office and spent. Specific legislation (ICO): Data protection exists for a wide range of regulations, including PECR fundraising activity, from house-to- for electronic marketing. house collections to relationships with professional fundraisers. Advertising Standards Authority (ASA): These laws are enforced by the Charity The UK’s independent Commission for England and Wales, regulator of advertising the Charity Commission for Northern across all media, applying the Ireland (CCNI) and the Office of the Advertising Codes, which are Scottish Charity Regulator (OSCR). written by the Committees of Advertising Practice. The role of other regulators Fundraising is also subject to broader Gambling Commission: non-charity specific legislation, such Regulations and operation as the requirements for gaming, of gambling activities taxation, insurance, child protection including lotteries. and data protection. OFCOM: Regulations relating to the UK communications industries, including regulations relating to telephone marketing.

14 Excellent fundraising for a better world How can you ensure that your charity doesn’t break the law when fundraising?

•• Avoid conflicts of interest with regard to the acceptance/refusal of donations •• Ensure that all charity funds are used appropriately •• Be clear about fundraising costs, making solicitation statements about campaign costs when working with third parties •• Treat donor data responsibly and in accordance with both UK and EU legislation •• Have a written agreement for all those working with third parties (see Establish Clear Organisational Policies on page 30) •• Reference the rules set out in the charity’s governing document and always stay true to your charity’s objectives •• File your annual return with the charity regulator on time, including relevant information about fundraising activity (this is particularly pertinent for charities with a gross income over £1m)

Charity legislation is regularly fundraising complaints have been reviewed and updated. Make sure received, what the charity does you stay up to date with the latest to protect people in vulnerable developments in the law and Code of circumstances and the steps taken Fundraising Practice. to avoid unreasonable intrusion, persistent approaches or pressure For example, in England and Wales, to donate. the Charities Act 2016 introduces new requirements for charities to report on fundraising activity. If your charity has a gross income over £1 million, you are now legally required to include information in your annual report about the charity’s approach to fundraising, including any use of third parties, how the charity monitors their actions, how many

Excellent fundraising for a better world 15 HOW IS FUNDRAISING REGULATED? The Fundraising Regulator’s role is to:

Fundraising in the UK is subject to a •• Set and promote the standards self-regulatory system which sets and for fundraising practice (the enforces clear standards of conduct Code of Fundraising Practice for fundraising. and associated rulebooks) in consultation with the public, The standards, which have been fundraising stakeholders and developed to ensure that fundraising legislators; is legal, open, honest and respectful, •• Investigate cases where are set out in the Code of Fundraising fundraising practices have led to Practice. significant public concern; •• Adjudicate complaints from The Fundraising Regulator is there the public about fundraising to hold charities to account for their practice, where these cannot fundraising, investigating allegations be resolved by the charities of poor practice, protecting public themselves or the complainant trust and confidence. is dissatisfied with the way the charity is handling the situation; •• Where poor fundraising is judged to have taken place, impose proportionate sanctions.

Charity trustees have a vital role to play to ensure their charity raises funds in a way that secures public trust and confidence. They can do this by supporting self-regulation and by ensuring that fundraising by their charity adheres to the Code of Fundraising Practice and other important guidance around direct marketing and donor consent.

Stephen Dunmore – Chief Executive, Fundraising Regulator

16 Excellent fundraising for a better world Where are you fundraising? Charities with headquarters in Charities have different systems of Scotland fundraising self-regulation depending Fundraising regulation in Scotland on where they are registered. follows a ‘lead’ regulator model of co-regulation.

Charities with headquarters in Fundraising practices of charities Northern Ireland with headquarters in Scotland are For more information on the overseen by an Independent Panel arrangements for fundraising linked to the Office of the Scottish regulation in Northern Ireland, Charity Regulator (OSCR). please see the website of the Charity Commission for Northern Ireland (CCNI).

Charities with headquarters in England and Wales The Fundraising Regulator is responsible for the regulation of fundraising in England and Wales. They also regulate fundraising activities carried out in the UK by foreign based charitable organisations.

Charities with headquarters in England and Wales but fundraising in Scotland are regulated by the Fundraising Regulator.

Excellent fundraising for a better world 17 ETHICS AND BEST PRACTICE of how your charity works and fundraises by being accountable Building trust and confidence in and transparent. your charity and the wider sector is of the utmost importance, and Ensure you are always clear and open trustees are responsible for ensuring about your fundraising. Don’t shy that their organisation is not just away from answering questions about doing things legally, but to the how your organisation is run, its costs, highest possible standards. policies and more.

The rules for fundraising are set Accountability out in the Code of Fundraising is about being responsible for, Practice. Review this and set clear and able to explain, clarify and policies for the charity’s approach to justify actions. Charities have a duty fundraising, in keeping with your own to be accountable as they have ethical values, (see Establish Clear a privileged status because their Organisational Policies on page 25). purposes must be for the benefit of the public. While trustees can be held legally accountable for all aspects of Transparency a charity’s work, the broader is about being easy to understand, concepts of accountability and and being open and honest in all transparency are at the heart of all communications, transactions and ethical fundraising. You can give operations. donors, beneficiaries and other stakeholders a better understanding

Is your charity accountable and transparent for its fundraising?

•• Is information about your fundraising programmes provided on your charity’s website and your annual report, and is this easily accessible? •• Do you file details of any fundraising complaints with theFundraising Regulator? •• Are you, your board colleagues, staff and volunteers willing and prepared to answer questions about how you fundraise? •• Do you disclose information about your fundraising programmes in your annual return? (This is a legal requirement for large charities, see CC20).

18 Excellent fundraising for a better world Excellent fundraising for a better world 19 PLANNING FOR A SUSTAINABLE FUTURE

20 Excellent fundraising for a better world We live in a rapidly evolving world, It also means investing in and where technological advances are resourcing fundraising and your changing the way we communicate, fundraisers appropriately. A make payments and deliver services. continued investment in fundraising With increasing competition for is important to secure your resources and a more discerning organisation’s future and meet the public holding charities to account, it needs of beneficiaries. is challenging but vital to develop a stable and reliable income base. Trustees should explore potential income across a spectrum of This means developing a long-term activity. This not only spreads strategic approach looking three, five risk, but also ensures that or ten years ahead, rather than focusing organisations are able to only on short-term results. A sustainable protect their independence and approach is underpinned by detailed safeguard their future, while also planning with a thorough analysis and taking advantage of emerging impact assessment. trends and techniques.

How can I ensure our fundraising approach is sustainable?

•• Make fundraising an organisational priority, tabled at every board meeting •• Develop a clear, realistic and longer-term fundraising strategy •• Invest in your fundraising and fundraisers, ensuring they have the right level of resources, staffing and training •• Diversify your income streams – don’t put all your eggs in one basket •• Monitor and review fundraising activity •• Ensure that the charity considers fundraising activities from the perspective of the donor and wider public •• Regularly review and assess risks linked to your fundraising programmes, setting policies for any sensitive aspects of work

Excellent fundraising for a better world 21 A SUCCESSFUL FUNDRAISING requires time and attention at an STRATEGY early stage, and the involvement and expertise of people both inside and A fundraising strategy is a lot more outside your organisation. Trustees than the consideration of one will need to review the organisation’s technique over another – it outlines plans for income generation as a your organisation’s approach to whole. How will fundraising fit into fundraising, sets goals, and outlines a your organisation’s full funding clear pathway for achieving them. picture and how dependent is your organisation on each income stream? While you may not need to actually write the strategy yourself, your Review whether your fundraising opinions and objectivity – together capacity is sufficient to secure funds with those of experienced fundraisers from diverse income sources on an – will help guide your organisation in ongoing basis. Does your charity working towards and achieving the need to expand its fundraising team, goals set out in the strategy. train existing fundraisers in new techniques or work with volunteers Your strategy is the backbone of or third parties? your fundraising. Getting it right

What is your charity’s fundraising strategy? When developing or assessing a fundraising strategy, you will need to have a clear understanding of your current fundraising base and its scope for development.

Ask yourself: •• What resources (both financial and staff) do we need to meet these plans? Will we rely on paid, freelance or volunteer support, or share the fundraising task among the existing staff or trustees? •• What areas of fundraising do we rely on to deliver these resources – is the mix appropriate? •• What aspects of our fundraising programme have been most successful and what are we most dependent on? •• How much of the income we receive is restricted (tied to a particular project or piece of work) and how much is unrestricted? •• Do our fundraising and finance strategies line up? •• Is the cost to income ratio acceptable? •• Is fundraising integrated across our organisation?

22 Excellent fundraising for a better world What has been our recent fundraising activity and how successful has it been?

What are our plans over What is our overall the next 12 months, mission and objective? 3 years and 5 years?

What are our SETTING A How often should internal strengths FUNDRAISING we review this? and weaknesses? STRATEGY

How does this align with What are our our overall organisational fundraising objectives? strategy?

What is our overall funding mix and where does fundraising fit?

Excellent fundraising for a better world 23 WHO DOES WHAT? Even if your role as a trustee doesn’t Successful fundraising charities require you to raise funds directly, recognise that everybody has a role there are many things you can do to to play in supporting fundraising, help your organisation fundraise. even if you’re not directly making the ask. How Trustees Can Help

Who delivers your fundraising? •• Make fundraising an organisational priority – setting clear policies so Know who is responsible for that everyone in the organisation managing and delivering your understands its importance and fundraising activity. Although supports your approach this may vary from campaign to •• Encourage the organisation to campaign, typically this might include: put fundraising issues on the •• In-house fundraising staff – for agenda of Board and relevant organisations with a continual sub-committee meetings on a need to generate funds regular basis •• In-house staff who fundraise as a •• Ensure that fundraising is part of their role sufficiently well resourced (in •• Fundraising consultants and terms of staffing, volunteers, agencies – for the delivery of budgets etc.) campaigns that extend beyond •• Look out for changes in the the capacity/reach of the charity external environment (whether and its staff political, economic, regulatory) and •• Volunteers – for organisations share knowledge and information that can manage and support a with staff and other trustees volunteer workforce, this can be •• Offer your professional skills, an important way of extending expertise and contacts to guide your reach. fundraising approaches to new markets Day-to-day fundraising duties will •• Host a fundraising event or take usually lie with staff, volunteers or other part in a sponsored challenge experts, but at many smaller charities or •• Talk to colleague, clients, friends grass-roots community groups, trustees and family about the charity’s may be the only people with the work, sharing your enthusiasm of skills or resources to fundraise for the the cause and your experience of organisation and will need to be much donating. more hands on. (See A Trustee’s Role on page 7.)

24 Excellent fundraising for a better world Fundraising needs a board champion – while always critical to the continuation of a charity, many do not have specific people on the board to lead on issues around fundraising. I advise that there should be two trustees – one who knows fundraising inside and out and one who knows nothing about it. That way staff can test ideas against two different types of stakeholders. Think about using a committee function – committees are a good way of allowing trustees to delve into the detail while also letting staff use the expertise of trustees to guide them in their decision-making without affecting the general running of the board. Don’t sacrifice full board briefings, though – the Charity Commission is clear that all board members are collectively responsible for the board’s decision which affect the charity. It’s about, really, putting fundraising at the core of boards.

Leon Ward – Trustee, Brook

Excellent fundraising for a better world 25 Fundraising specialists fundraising standards, compliance Working with third party fundraising measures and how the commercial specialists (such as fundraising organisation will protect people in agencies, consultants and commercial vulnerable circumstances. participators) does often have higher upfront costs, but can be effective for a charity in the long term. Professional fundraiser This can be particularly important is anyone who carries on a for charities that do not have the commercial fundraising business, necessary expertise or resource in- wholly or mainly fundraising for house, for those that want to trial a charitable purposes; or any other fundraising technique or are looking to person who is paid to solicit get an appeal off the ground quickly. money or other property for charity. You will need to reassure yourself that the charity’s arrangements Commercial participator with any commercial partner is not a fundraising business, but are compliant with the Code of a commercial enterprise that Fundraising Practice and are set out takes part in a promotion venture in a written agreement between the where the public are informed two parties. that contributions will be given to or applied for the benefit of a These agreements will need to charity. include terms for adhering to

Questions to Ask

•• Which third parties do we work with? •• How do we select any third parties? •• Do we have appropriate due diligence procedures? •• What ethical policy do we have in place for working with third parties? •• Does the charity have a written agreement in place with all third parties? •• What standards do we require of third parties and how do we monitor adherence with those standards? •• Is the fundraising agreement in the best interests of the charity? •• Does the charity approve fundraising scripts/materials?

26 Excellent fundraising for a better world Staff and volunteers Typically, fundraising will be carried out by your staff and volunteers, Further reading: with support from others in the Successful Partnerships for organisation and trustee board. It is Sustainable Fundraising: a practical important that everyone knows their guide for charities working with responsibilities, that there is a clear agencies (IoF) fundraising strategy and policies in place, and that the board is regularly updated on progress.

It is estimated that there are more than 22 million volunteers working with UK charities each year. When it comes to fundraising, this might involve cash collections, selling raffle tickets, participating in sponsorship events and more. Charities simply couldn’t function without support from volunteers. And yet, working with volunteers also carries a degree of risk and charities must ensure that controls are put in place to guide volunteers about how to fundraise legally and respectfully.

It’s also important that volunteers are properly managed and supported in their fundraising. Volunteers need to be trained and equipped with the necessary skills to fundraise. This is not only to ensure that fundraising is carried out to a high standard by everyone representing the charity, but also to enable volunteers themselves to have a positive and enriching experience.

Excellent fundraising for a better world 27 MANAGING RISK AND REPUTATION By managing risk effectively, trustees can help to ensure that their charity Charities face some level of risk in is able to take appropriate action, most of the things they do, including safeguard its reputation and, most fundraising. The diverse nature of importantly, effectively achieve the sector, how it fundraises and its aims. Without effective risk its activities mean that individual management there is always the charities face different levels of risk danger that a charity can be blown and exposure. off course by an unforeseen event. The Charity Commission will also Identifying and managing the potential expect your charity to have a robust risks that your charity may face is a approach to risk management. key part of effective governance for charities of all sizes and complexity. Ultimately, all risks must be approached from the point of view of your Your charity should have a written risk charitable objectives. It is acceptable management plan in place to ensure to take risks where the benefits for you are confident and well informed beneficiaries are proportionate. For in making your decisions and able example, developing a fundraising to withstand the associated risks. campaign which keeps your charity However it is important that you do solvent or generates resources for a not rely purely on written documents. new service. However, where the risks endanger achieving your charitable Risks should be effectively managed objectives or endanger your reputation, – that doesn’t just mean ensuring trustees must think carefully and there are no risks at all, but that they ensure that they have appropriate risk are identified and mitigated against. management processes in place. You should strive to create a culture of effective risk management within your organisation. This depends on Further reading individuals understanding the risks •• CC26: Charities and Risk facing the organisation, the level of Management (Charity Commission risk that the trustees find acceptable for England and Wales) and a clear process for escalating •• Risk Management for Charities: strategic risks to board level. Risk Getting Started (Institute of Risk management needs to be owned by all Management) staff, including fundraisers. •• Rethinking Risk: Beyond the tick box (Sayer Vincent and Charity Finance Group)

28 Excellent fundraising for a better world CASE STUDY

What kind of culture is that? This culture needs to be one of mutual trust, openness, frankness, learning, and accountability. Without this culture, executives are unlikely to discuss or identify freely the issues that contribute to risk. Boards need to feel and act as though they are accountable Gary Laskho to the regulator or to the general Revolving Doors public in their role of fiduciary trustee, but they also need to find good ways Role: Chair of Trustee Board of holding the executive to account. Size: Turnover approximately £450,000 p.a. (£80,000 of which is When it comes to risk, governing voluntary) – 7.7 FTE staff delivering boards should bring an outside programmes to improve the criminal perspective and experience to bear justice system, particularly for people on internal issues, and ask questions with multiple needs rather than provide answers or Fundraising activity: Mostly trusts detailed directions. Boards need and foundations, alongside contract to push the executive to provide income answers because in doing so we get to understand how well equipped the What is the best way to talk about risk? executive team is to handle the risks Conversations between trustee boards faced by the organisation. and executives about risk can easily get bogged down in detail, focus How do you develop a risk on the wrong things, and become a management strategy? fencing match, trying to show each In my experience, healthy risk strategy other how clever they are at either development needs to be based on a spotting problems or providing number of important factors in equal solutions. There needs to be a proper measure: separation of roles between trustees and executives, and quite different 1. accurate identification of the sets of behaviours, but all within an causes of risk; agreed well-understood culture. 2. evidence based assurance of the risk mitigation controls or actions; 3. a well thought through statement of risk appetite.

Excellent fundraising for a better world 29 ESTABLISH CLEAR Having a ORGANISATIONAL POLICIES joined up and Clear internal policies should set consistent approach out your organisational views on a particular issue. Their purpose is to is really key to ensure that a coherent and consistent good governance. approach is maintained at all levels of the organisation, providing clarity Agreeing policies and improving efficiency for anyone at the board, which handling potentially difficult situations. are embedded Identify relevant issues from your throughout the risk management plan and make a note of the policies you should organisation, have in place. Rather than drafting provides clear detailed and lengthy documents, it is important for policies to be easy strategic direction to read and accessible for all staff, and will help partners and third parties. They should be regularly reviewed to everyone involved, ensure they remain up-to-date and whether trustees, that current issues are covered. staff, or Whether a policy is prepared by volunteers. charity staff or the trustee board, you will certainly need to approve it at Daniel Fluskey – Trustee board level. Haven House Children’s Hospice

30 Excellent fundraising for a better world What policies does/should your charity have?

Typically, your charity will want to develop a policy statement for any particularly important, sensitive or controversial aspect of your fundraising programme, such as: •• Complaints •• Acceptance/Refusal of Donations •• Working with vulnerable people •• Working with Third Parties, Commercial Partners and Volunteers •• Financial Processes

Acceptance and refusal of donations particular business or industry are not Carefully consider gifts from sources relevant in this context. that might be seen to compromise the charity’s best interests, independence Complaints or reputation. Does your charity have an open and accessible complaints process in place? A policy will help establish some This will not only help to enhance public general principles for how these confidence, but ensure that any issues decisions are made, considering are addressed promptly and at the the charity’s ethics and the level of appropriate level of the organisation. authority required to make these decisions. This may be dependent on A complaints policy will set out the factors such as the size and type of the organisation’s procedure for dealing gift, when specialist legal advice must with complaints internally, or for be sought and timelines for acting on referring them elsewhere such as the those decisions and communicating relevant charity regulator, Information with relevant supporters. Remember Commissioner’s Office or Advertising to set out the charity’s position on Standards Authority. It will also help anonymous donations, being mindful of your charity to understand whether due diligence and risk of your charity it needs to make any changes and receiving funds from an illegal source. improve practice.

It is also important to remember here, Further reading: however, that it is the trustee’s duty Guidance on acceptance and to do what is right for the charity, refusal of donations (IoF) and that personal opinions about a

Excellent fundraising for a better world 31 Working with vulnerable people can help guide your charity’s approach Fundraisers often come into and ensure a general awareness of the contact with people who may be signs of vulnerability. in a vulnerable circumstance, or need additional support to make an If a fundraiser believes that anyone informed decision. This can be difficult is unable to make an informed to determine – the person is likely to decision then they should not accept be a stranger to the fundraiser and a donation from that person. If a the interaction can be short-lived and donation has already been made, the remote. A vulnerable people policy charity should return that donation.

Is your charity making sure that all your donors and supporters are treated fairly?

•• Always consider your fundraising programme from supporters’ perspective – how will they react to your fundraising? •• Treat all supporters fairly, enabling anyone to support or get involved with your charity, as appropriate •• Ensure that your fundraisers act appropriately when dealing with potentially vulnerable people •• Regularly review the Code of Fundraising Practice for any updates •• Consider your fundraising from a supporter’s perspective

Further reading: Treaty Donors Fairly – responding to the needs of people in vulnerable circumstances (IoF)

32 Excellent fundraising for a better world Working with third parties •• Segregation of duties (i.e. Make sure your charity has a clear not concentrating all financial policy in place for your approach to management in treasurer or finance working with third parties, commercial manager) partners and volunteers for the delivery •• Effective budgeting and cash flow of your fundraising, (see Fundraising management Specialists on page 26 for more about •• Appropriate risk management working with third parties). •• Regular flow of information to trustees •• Access to expert advice (e.g. Further reading: auditor, independent examiner, Successful Partnerships for lawyer) Sustainable Fundraising: a practical •• A diverse range of board expertise guide for charities working with •• Regular review agencies (IoF) •• A clear understanding of legal and regulatory responsibilities. Financial controls and processes Your charity will need to have For audit purposes, charities need to effective financial controls in establish a system that will ensure place for the way that the charity record keeping that is consistent and receives, processes and records accurate. There will also be additional donations. As a trustee, you have requirements if the charity uses a legal responsibility to manage tax reliefs such as Gift Aid. Policies your charity’s resources effectively. will need to cover all the necessary Although effective financial controls processes, appropriate to your charity’s and processes is not a legal size, activities and complexity. requirement, failure to have these in place is evidence of mismanagement and may be penalised by the Charity Commission. Top Tip

Robust financial controls and Make sure your fundraising and processes include: finance teams are joined up.

•• ‘Buy in’ from the top of the organisation (i.e. not relying solely on the treasurer, chair or chief executive to manage the organisations finances)

Excellent fundraising for a better world 33 MONITORING AND MEASURING Consider what you will measure and SUCCESS how to establish how successful the organisation has been, celebrating Ensure that your charity’s fundraising progress and challenging staff where programmes are monitored both this has not been achieved. That in terms of performance and doesn’t just mean counting income compliance with legal and best and expenditure against targets, but practice standards. It is important thinking about how you are measuring to reassure yourself that fundraising the quality of your fundraising using activity is generating sufficient funds other indicators. to ensure the organisation’s future and that high standards are being Remember to report back to your maintained at all times. donors and supporters on your fundraising progress, thanking them As the strategy is being delivered, for their donations and highlighting trustees should expect to receive the impact of funds raised. Let them regular reports keeping them know what a difference this has and informed as to whether fundraising is will make to the beneficiaries of the on target, and be flexible enough to charity’s work. change the strategy when necessary.

Top Tips

•• Add a regular agenda item on fundraising performance at trustee meetings •• Review whether your fundraising performance reports are fit for purpose •• Ask what your key metrics are and will be – aim to measure a range of progress indicators including income, reach, supporter satisfaction •• Take the time to understand your charity’s fundraising and the role it plays within a wider context •• Celebrate fundraising achievements to motivate and inspire staff, donors and beneficiaries alike •• Revisit the fundraising strategy if it has not been successful and seek to establish what may have gone wrong and whether it needs to be changed •• Set up a sub-group or committee of the board •• Think about whether you want to set up a sub-group or committee of the board to look at fundraising more closely

34 Excellent fundraising for a better world I think we have the balance about right at Beating Bowel Cancer – we probe and challenge but we support; we get involved when we are specifically asked to support an event and we’re always available with our networks or expertise. I always want to be constructive but never want to stifle operationally.

Hilary Barrett – Trustee, Beating Bowel Cancer

Excellent fundraising for a better world 35 WHO GIVES, AND HOW?

36 Excellent fundraising for a better world Fundraising takes place in a fast WHO GIVES? changing environment, bringing new and exciting opportunities for Voluntary income includes raising income generation. funds from individuals, trusts, foundations, corporate partners Charities often use a range of and government. fundraising techniques, which can differ substantially depending on Individual donors the size, scope and budget of the The UK public gives over £9 billion to organisation, as well as the cause charities each year in donations. While and history. ad hoc one-off donations (typically in response to charitable appeals) tend General principles of good to be the most common way to give, fundraising it is regular giving (usually via Direct Debit) that generates the highest •• Encourage your fundraisers to sums for good causes. This stable, be innovative but not reckless – reliable income stream is the goal for they should always weigh up the most charities, allowing you and your potential risks fellow trustees to plan for the future •• Fundraisers should have a clear and increase efficiency. expectation of the cost/benefit of each type of fundraising/ Major donors, philanthropists and campaign legacy givers, the latter who donate •• Help fundraisers maintain good more than £2.4 billion a year, are relationships with supporters by an extremely valuable source of ensuring fundraising activities income and can completely change a are clear and transparent charity’s future. •• Try to look at fundraising proposals from the donor’s A further £3.5 billion a year comes perspective – what does this from other fundraising activities activity say about the charity, how (charity shops, events and raffles). effective is it likely to be and what will it enable the charity to achieve •• Your organisation should expect to invest time and money, and focus both on the expected return and on keeping expenditure within acceptable limits – you don’t get something for nothing

Excellent fundraising for a better world 37 Trusts and foundations There are around 8,800 grant-making trusts in the UK, giving £1.7 billion Top Tip a year. In fact, grants are the most common way of fundraising for If you have links to a company, charities. They are an important source explore the myriad of ways that of funds, but finding the right grant they may be able to support the requires investigation and planning. charity (giving money, resources, staff time, training and skills), as well as what the charity can offer in return, ranging from fulfilling Top Tip their corporate social responsibility remit to employee engagement, Most major foundations give positive PR opportunities and more. clear criteria for funding, so your Aim to ensure that relationships organisation can save time and with businesses are expanded to money by only making applications become a corporate relationship where your plans fit the criteria. or partnership where there are genuine benefits on both sides of Businesses the table. Companies have become increasingly charitable, recognising the need to demonstrate social responsibility, to Community invest in the community in which their If your charity has a strong local employees are based and the causes presence, community fundraising their workforce care about. They can be an effective way of reaching currently give around £400 million a a wider audience and mobilising year to good causes. Make sure you volunteers. This is where charities regularly review any relationships with work at a local level, at the businesses, making sure it reflects grassroots, to raise funds from the your common values and interests. surrounding communities.

From local clubs and societies to schools, there are thousands of Further reading: community-based charities who See the NCVO 2016 Civil fundraise either individually or as Society Almanac for more part of a local group of charities. information and statistics.

38 Excellent fundraising for a better world FUNDRAISING METHODS Public and private collections Charities typically use a mix of Charity collections can techniques to attract and retain happen on the street, donors. A successful strategic house-to-house, or with collection approach to fundraising will ensure boxes in shops, restaurants or that your organisation is not locked even in supporters’ homes. Cash into one source or technique, but collections are typically carried out by considers which options are best volunteers, while Direct Debit donor suited to the organisation and recruitment campaigns are usually potential supporters. delivered by Professional Fundraising Organisations. While the latter tend When choosing a fundraising method, to require far greater fundraising you will need to consider the merits investment, they can be an important and risks, likely fundraising costs (see way to recruit longer-term regular Fundraising Costs on page 44) and donors. There are rules for the way returns for each activity, as well as the that collections should be carried out bigger picture; how they might work and licensed. together as part of your organisation’s wider fundraising portfolio. Check the Code of Fundraising Practice for the rules and best Questions to Ask – practice in charity fundraising. Choosing a Fundraising Method

•• What are the advantages and Events disadvantages of each method, Balls, exhibitions, concerts, including the risks (both financial auctions – events often and reputational)? feature as a part of •• What are the likely costs and major appeals. These can be hugely returns? successful for many organisations and •• Will these methods/campaigns are a great opportunity to showcase enable us to meet our your charity and engage with potential fundraising goals – short or long donors. But, they can also absorb a lot term? of resources, so you must consider the •• Who will deliver the campaign? cost and risks, as well as the benefits •• Are we confident enough of organising any event. to stand by our fundraising decisions?

Excellent fundraising for a better world 39 Sponsored walks/runs/ Major appeals challenges Often called ‘capital’ Sponsored events have or ‘big gift’ campaigns, long been a core part major appeals can be a of many charities’ fundraising great way to develop longer-term programmes, but with increasing supporter relationships, extend your familiarity of the online giving organisation’s supporter base and portals, it has become an even more raise substantial funds – but cannot important channel, particularly for be undertaken lightly. It will take time many smaller charities. People can be and resource, as well as personal sponsored for almost anything and or individualised approaches and it can be a great way to encourage continued high levels of supporter the local community and volunteers care, if you are to succeed in major to help your charity. If you host donor fundraising. your own sponsorship events, seek to attract lots of participants and Direct marketing engage local media. Direct marketing remains an important income To ensure that your charity can generation tool for benefit from other sponsorship charities, be it direct mail, email, SMS, events, from the London Marathon telephone, or face-to-face fundraising. to a local skydive, make sure that Be aware that the more personalised this is made as easy as possible by approaches, by their nature, tend to providing materials and guidance for be more successful and engaging, people who want to raise money for but they can also carry greater risk your charity. of causing concern. This could be where a charity has failed to remove a Raffles and lotteries deceased person from a mailing list or Raffles, tombolas, tried to solicit funds from a supporter sweepstakes, prize draws, who simply doesn’t like the method. competitions and lotteries With any direct marketing approach, have always been used by charities, it is critical that charities adhere to the both large and small. Regulations vary contact preferences of supporters and depending upon the type of activity. carefully guard supporters’ data.

40 Excellent fundraising for a better world Digital Advertising There are numerous ways TV Charities can also to raise money through advertise on TV, radio, digital platforms, be it newspapers or other via charity websites, social media, spaces (train stations/online). mobile giving platforms, peer-to- Advertising is a good way to reach a peer channels and more. With the large and new group of people and growth of social media and increase spark their interest in your cause. in mobile phone usage, digital However, some advertising can be fundraising has become increasingly very costly so it’s important to weigh important and accessible for charities up the costs and benefits. and their supporters.

A trustee should champion fundraising across the organisation, enabling all staff to have the confidence and knowledge to inspire potential donors. But don’t just rely on one or two areas of fundraising: diversify your income streams and then nurture those relationships. Help your fundraisers by creating networks for future partner cultivation. And nominate a legacy champion on your board, encouraging everyone to be confident about having a conversation about the power of gifts in Wills.

Rob Cope – Trustee, Relief International

Excellent fundraising for a better world 41 TAX-EFFECTIVE GIVING Legacies: Charitable gifts in Wills reduce Inheritance Tax due from Many tax reliefs are available for the estate. donors and charities, which can be a strong incentive for people to Giving by businesses: Tax relief give and to give more, while also can be claimed by businesses who boosting the value of donations to donate money, equipment, assets your charity. or employees (on secondment). Although Gift Aid is now relatively well known in the UK, many charities do Gift Aid not make use of the full range of tax Gift Aid enables a charity to increase incentives available to them and their the value of donations from UK supporters. taxpayers by 25% when donors permit that charity to claim back the basic rate of tax that they have Tax Incentives for Giving paid on that donation. Higher rate taxpayers can also reclaim the Gift Aid: Charities claim an extra difference between their higher and 25p on every pound donated from basic income tax bracket. UK taxpayers. Payroll Giving Gift Aid Small Donations Scheme: Payroll donation schemes enable Allows eligible charities and employees to give directly from their community amateur sports clubs salary, reducing the PAYE tax due (CASCs) to claim a top-up payment on their earnings. Employers must equivalent to Gift Aid on small cash sign up with a Payroll Giving Agency donations they receive. (PGA) who distributes donations to employees’ favourite charities. Payroll Giving: Employees who give directly from their salary benefit Giving land, property or shares from a deduction to their PAYE tax. Although gifts of land and property might not come about very often, Giving land, property or shares: such gifts are likely to be of significant When supporters donate land, value to your charity and could be property or shares, they can claim used for charitable purposes. People income and capital gains tax relief. who donate land, property or share can benefit from reductions to their income and capital gains tax bills.

42 Excellent fundraising for a better world Legacies Charities in the UK receive around £2.4 billion from gifts in Wills a year. Because all charitable legacies are exempt from Inheritance Tax, gifts in Wills enable donors to reduce the tax payable on their estate. If a supporter gives more than 10% of his estate to charity, he/she will benefit from a 10% (from 40% down to 36%) reduction in the rate of tax on the value of the estate as a whole.

Remember A Charity is a consortium of over 150 UK charities working to make legacy giving a social norm. The annual legacy awareness week, Remember A Charity in your Will Week, takes place in September.

Giving by business There are many ways that businesses can get tax relief for their charitable support. Donations can include cash, shares, gifts in kind or employee vouchers. All companies are entitled to tax relief when they give money to UK charities, but the benefits work differently for limited companies, self- employed people and partnerships.

Excellent fundraising for a better world 43 FUNDRAISING COSTS

Fundraising costs can and do vary Can you justify your widely, depending on the method, fundraising costs? reach of the campaign, cause and more. While there is no set level •• Make sure you find out the for what is acceptable in terms of fundraising cost and likely return fundraising costs, as a trustee, you will for campaigns or activities – have the overarching responsibility for does the return on investment your charity’s use of funds and must seem reasonable? make these decisions carefully. •• If you have any activities with high costs, know why this is and Be aware that very high fundraising make sure the organisation has a costs may not reflect well on the policy statement prepared charity and can be a cause for •• Regularly review your public concern. At the same time, fundraising costs, particularly some campaigns will cost more among any poorly performing at the front end or take longer to campaigns to assess progress come to fruition, but can still be an against targets and adjust your effective and important part of your strategy accordingly fundraising strategy. •• Be open and transparent about what you spend on fundraising This is particularly true of and why campaigns delivered by third •• Remember, if you are on the parties or legacy fundraising, Board of a bigger charity (where where returns can be substantial, the gross income exceeds but take some time to materialise. £1 million) you will have to Meanwhile, community fundraising include information about your can be very low cost to deliver, but fundraising practice within your also tends to offer low returns. annual report.

There is almost always a cost to fundraising, even if that cost is staff time, managing resources or the cost of processing donations. Always be honest and help your supporters understand your fundraising decisions.

44 Excellent fundraising for a better world Excellent fundraising for a better world 45 PUTTING YOUR KNOWLEDGE INTO PRACTICE

Having read this handbook, we hope This handbook addresses the need that you will have come away with a to ensure the sustainability of your clear idea of how you, as a trustee, charity’s fundraising, by regularly can help your charity raise funds reviewing your fundraising strategy, effectively and, above all, how to policies, methods used and how ensure any fundraising is compliant each campaign is delivered. We have with the law and best practice. emphasised the need to monitor your costs and returns as you would in the The first thing we suggest is to review commercial world. And if something what you’re doing already. Talk to isn’t working, don’t be afraid of the people responsible for your making changes, pulling back and fundraising and staff, understand trying something different. what your charity has been doing and who is donating. Don’t be afraid to ask questions.

We have highlighted the need for your organisation to keep on top of any changes in charity law and fundraising regulation. You will need to do all you can to ensure that you establish and nurture an organisational culture that prioritises best practice, open and accountable fundraising. In doing so, you not only nurture your supporters – the lifeblood of any fundraising charity – but you protect your organisation from both reputational and financial risk.

46 Excellent fundraising for a better world CASE STUDY

Over the last 12 months we have been evaluating how we can strengthen the quality assurance Keith Shipman of our fundraising practices. An British Red Cross important development has been the introduction of a comprehensive Role: Member of the Board of Trustees quality assurance framework overseen and Chair of the Ethical Fundraising by a sub-committee of our Board, and Quality Assurance Sub-Committee which I chair. I see our committee’s Size: Turnover approximately £275 main responsibilities as ensuring our million p.a. (£120 million of which is charity’s values are present in all our voluntary, excluding legacies) – more fundraising activities at all times and than 21,500 volunteers and 4,100 staff that we comply with the law and Fundraising activity: A mixture of regulatory requirements. donations from door-to-door, street, direct mail and telephone fundraising, Within a relatively large charity like as well as income from our shops, the British Red Cross, I think a key events, corporate partnerships, trusts challenge can be ensuring the balance and foundations, from across the UK. between effective oversight – so that we can be confident we are upholding For almost 150 years, the charity I the highest standards – while serve has relied on the generosity appropriately delegating day-to-day of the British public to bring hope management of activities. To meet to people in crisis. Shaking buckets, this challenge, my committee asks street collections, advertising in for regular reports on our fundraising newspapers – the most effective and performance, focusing on complaints, engaging fundraising to capture the training, our approach to vulnerable public’s imagination has changed members of the public and our work little over the years. However, with with agencies, which we can then increased professionalism within the question and hold management to British Red Cross and across our account over. I have also recently sector, has come a greater expectation visited one of our agency call centres over accountability and transparency. and plan to visit more, and fundraising The times have definitely changed in is now a standing agenda item at our this regard, as they should. Board meetings.

Excellent fundraising for a better world 47 TEN GOLDEN RULES FOR TRUSTEES

Everything begins with a strategy: Put yourself in your donors’ 1 successful fundraising is based 6 shoes: imagine yourself as a on clear strategic thinking and your supporter on the receiving end of charity’s fundraising approach should one of your charity’s fundraising be integrated with your overall approaches. How would you feel? organisational strategy What would you do? Would you give?

Think long term: ensure Play your part: think about 2 sustainable planning is at the heart 7 what you can do to ensure your of your organisation’s fundraising organisation’s fundraising is successful and done to the highest standard Do the right thing: always 3 consider the legal and ethical Ask the right questions: use this implications of your organisation’s 8 guide to identify the issues and fundraising, taking into account the questions you need to consider values of your charity Work as a team: success requires Don’t put all your eggs in one 9 building and sustaining good 4 basket: where possible diversify relationships with staff, third parties your organisation’s fundraising and volunteers strategy Keep it on the agenda: you Listen to advice: talk to 10 should keep fundraising on 5 others about their fundraising the agenda, reviewing regularly experiences and ask relevant charity and keeping up to date – don’t be sector bodies for advice complacent!

Look back at the ten questions every trustee should be able to answer at the start of this guide (see page 5)

48 Excellent fundraising for a better world FURTHER READING AND RESOURCES

Governance •• CC20: Charity Fundraising – A Guide to Trustee Duties (Charity Commission for England and Wales) •• CC26: Charities and Risk Management (Charity Commission for England and Wales) •• Guidance on managing your charity (Office of the Scottish Charity Regulator) •• Charity Essentials – Fundraising (Charity Commission for Northern Ireland)

Risk management •• Risk Management for Charities: Getting Started (Institute of Risk Management) •• Rethinking Risk: Beyond the tick box (Sayer Vincent and Charity Finance Group)

Fundraising •• Guidance on acceptance and refusal of donations (Institute of Fundraising) •• Successful Partnerships for Sustainable Fundraising: a practical guide for charities working with agencies (Institute of Fundraising) •• Treating Donors Fairly – responding to the needs of people in vulnerable circumstances (Institute of Fundraising)

Useful links www.fundraisingregulator.org.uk www.gov.uk/government/organisations/charity-commission www.oscr.org.uk www.charitycommissionni.org.uk www.institute-of-fundraising.org.uk www.acevo.org.uk www.cfg.org.uk www.ncvo.org.uk

Excellent fundraising for a better world 49 NOTES

50 Excellent fundraising for a better world Charity Finance Group (CFG)

Charity Finance Group is a charity and a membership organisation, with around 1,350 members. CFG’s members collectively manage over £21.1 billion of the charity sector’s income. CFG’s goal is to champion best practice in finance management Association of Chief Executives of amongst non-profit organisations. Voluntary Organisations (ACEVO) National Council for Voluntary ACEVO is the UK’s largest and Organisations (NCVO) most influential network for charity, social enterprise and not for profit NCVO champions the voluntary leaders. For nearly 30 years, we have sector and volunteering because provided support, development and they’re essential for a better society. an inspiring, collective campaigning NCVO does this by connecting, voice for our members across the representing and supporting voluntary UK. Our membership comprises organisations. NCVO has 12,000 leaders of small community based member organisations – a third of the groups, ambitious medium-sized voluntary sector workforce in England. organisations, and well known national NCVO helps them thrive in what they and international charities. Our do: by providing expert support and leaders drive positive change in their advice, by saving them time and organisations and their communities money, and by keeping them up to and we give them a platform to do date with the news and developments even more. that affect them.

Excellent fundraising for a better world 51 TRUSTEES AND FUNDRAISING A PRACTICAL HANDBOOK

©Institute of Fundraising, October 2016 www.institute-of-fundraising.org.uk 020 7840 1000 @ioftweets

Printed on recycled paper.

The IoF is a charity registered in England and Wales (No 1079573) and Scotland (No SC038971), and a company limited by guarantee (No 3870883).

Excellent fundraising for a better world