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1. Philanthropy struggles in Britain due to sustained negative media coverage of philanthropists that portrays them as self-interested. 2. Philanthropists themselves note that the media enjoys criticizing and digging up negative stories about donors, focusing on sensationalism over good deeds. 3. Analysis of media coverage found philanthropists commonly described with negative adjectives like "austere" or "tax-ruse seeking" rather than positively.
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More from Natalie Blackburn
Getting the most from charity of the year partnerships
The document discusses Deutsche Bank's Charity of the Year program which partners with two charities each year chosen by employee nominations. It provides tips for charities applying to the program including tailoring applications to Deutsche Bank, practicing pitches, and emphasizing what makes them unique. Additionally, it outlines the requirements to apply, such as an annual income between £0.5-5m and directly benefiting young people. Finally, examples are given of various fundraising events and initiatives over the years that staff have participated in to raise funds for their Charity of the Year partners.
Keeping the passion alive: Avon and Breakthrough's 21 year partnership
Breakthrough Breast Cancer and Avon Cosmetics have partnered for 21 years to raise funds for breast cancer research. Avon established the Avon Breast Cancer Crusade in 1992 to support Breakthrough's research center. Since then, Avon representatives and customers have helped raise over £510 million globally for research and care. The organizations have found success through shared interests in empowering women, global awareness campaigns, creating joint research programs, and engaging representatives at all levels of Avon. Their long-term commitment and ability to adapt to challenges have kept their partnership impactful over two decades.
Regional corporate fundraising
Regional corporate fundraising has both advantages and disadvantages for local charities like Katharine House Hospice. While smaller in scope and resources than national campaigns, regional fundraising allows for more personal relationships with local companies. The hospice has found success partnering with regional banks and businesses that want to support their local community. Going forward, their plans include expanding corporate recruitment, re-engaging past donors, and developing effective communication programs to strengthen regional corporate partnerships.
Working with corporates as partners and clients
This document outlines how a charity works with corporations to prevent and reduce serious crime. It discusses the charity's 25 years of experience working independently with national and regional businesses. Some key services discussed include an anonymous reporting bureau that receives 1,000 contacts per day and has led to over 8,000 arrests in 12 months. The charity focuses on serious crimes that impact businesses like financial fraud, theft, and cybercrime. Case studies describe successful campaigns partnering with companies like Openreach to reduce metal theft and working with Lloyds Banking Group on a money mules awareness campaign. The document ends with lessons learned, emphasizing clear goals, accountability, and focusing on client and community needs.
Thinking big beyond the corporate csr budget
The document discusses strategies for fundraising beyond traditional corporate social responsibility budgets, including examples of large financial gifts organizations have secured and case studies of approaches taken. It provides tips for finding connections within companies, listening to their challenges, matching fundraising opportunities to organizational strategies, and maintaining a strategic perspective when overcoming objections to secure large donations. The overall message is that bold and creative fundraising requires treating potential donors as partners and finding ways to address both their needs and your own.
Money for life with family action case study
This document summarizes a case study of a partnership between a family support charity and a banking corporation to deliver a financial capability programme. Over three years, the programme provided training to 1,500 families through 120 volunteers. Feedback was positive from families, staff, and volunteers. The partnership faced some challenges around expectations and metrics but overall succeeded in supporting families and engaging employees. Looking ahead, the organizations will work to achieve targets, produce additional reports, and translate learnings into an online resource while maintaining an open relationship.
Transforming corporate partnerships
The document discusses transforming corporate partnerships and provides 5 tips for success: understand your partner's wider objectives, have buy-in from both organizations, keep the partnership moving forward, be brave, and give the partnership time to grow. It was presented by Kimberley Bannister and Lucy Newington-Bridges on May 22, 2013.
The changing face of corporate fundraising
The document discusses corporate fundraising and partnerships between corporations and Save the Children UK. It outlines six types of partnership opportunities: 1) substantial donations, 2) core business opportunities, 3) supporter acquisition and staff engagement, 4) campaigning and advocating, 5) commercial/marketing activity, and 6) gift in kind donations. It emphasizes the importance of buy-in from senior management and clear structures within both the nonprofit and corporate organizations to deliver successful partnership outcomes. An example partnership between Reckitt Benckiser and Save the Children UK aims to stop diarrhea from being the second leading killer of children under five globally by 2020 through funding, brand initiatives, employee engagement and research programs.
Branded fundraising pages
Hope for Children (HOPE) exists to help orphaned, poor, exploited, and marginalized children in developing countries and the UK. They work with local partners to identify disadvantaged children and communities. Through empowering, collaborating, and learning together, they aim to build a sustainable future for the children and communities they serve. Their focus is to reach as many children as possible and provide them with the childhood every child deserves, as well as striving towards a world where children's rights are realized and they can reach their full potential.
Effective event promotion
Sparks needed to reach a new female audience and increase fundraising. They developed the Bake event concept to do so. Bake targeted younger women through an engaging design concept promoted via social media, celebrities, and gifts in kind from corporate partners. The event was a success in gaining more active followers and building new corporate relationships, exceeding objectives and opening doors for future growth in volume, partnerships, and repeat hosts.
Social media and events
Macmillan's social media vision is to have staff and supporters use social media as comfortably as a telephone to create a network of people affected by cancer, supporters, professionals, volunteers and fundraisers led by Macmillan's social media activity. The goal is for people to have a consistent, positive experience no matter how they contact Macmillan. The document also discusses empowering staff through an ambassador scheme, keeping social media simple and sustainable, reaching niche audiences with experts, blurring lines between staff and supporters, and providing support for social media activities. It notes that while the online community is used mostly by people affected by cancer or carers, they are among the warmest and most vocal positive supporters who want to get more involved with Macmillan
Ensuring supporters reach their targets
The document outlines a supporter journey and fundraising strategy for ensuring supporters reach their fundraising targets. It involves regular personalized contact through emails, phone calls, and social media at different points before and after an event. It recommends taking a business-like approach with sponsorship statements, payment plans, and blacklisting. It also suggests going the extra mile with welcome videos and leveraging online support through Facebook, blogs, and local celebrities. The strategy is meant to fit into the wider income generation goals of the organization and cross-sell other events while building committed donors from event participants.
From ticket buyer to donor
This document discusses using events to cultivate donor relationships. It provides examples of how one ticket buyer strengthened their relationship with a donor named Jamie at an event through follow up meetings and support. It emphasizes reviewing the guest list, meeting donors before and after events, championing their interests, and following up repeatedly. The document also outlines levels of donor relationships and stresses having the whole fundraising department involved to help build relationships and share the organization's narrative.
Flagship events - flash in the pan, slow burners or quick death?
This document discusses flagship appeals in fundraising. It defines flagship appeals as a charity's highest profile and most promoted fundraising event or campaign that is intended to generate significant income. The document examines examples of successful flagship appeals like Race for Life and Poppy Appeal. It explores the product lifecycle of flagship appeals, from launch through momentum, decline, and potential extension strategies. The key takeaway is that flagship appeals require early investment, continuous evaluation and refinement, and the flexibility to change or conclude the appeal over time to maximize fundraising success.
19 ideas to improve your supporters' loyalty
This document outlines 19 ideas for improving donor loyalty and retention. It recommends focusing on enhancing the donor experience through better communication, engagement, and satisfaction. Providing more information online and offline, campaign involvement, phone calls, and personalized feedback were some initial suggestions. Measuring donor retention, revenue retention, and satisfaction can help evaluate impact. The overall message is that charities should focus on "winning hearts and commitment" rather than just campaigns to improve loyalty over time.
Optimising return on investment
The document discusses how optimizing return on investment through data analysis and insights. It outlines the Macmillan team and their focus on data-driven insights. Examples of data analysis include exploratory prospecting, campaign reporting, and automated dashboards. Insights are used to understand population shifts, audience prioritization, motivation modeling, and supporter journeys. Data is used to understand trends, demographics, behaviors, and motivations to build market and supporter insights. Applying these insights through strategic objectives allows the organization to optimize performance and become a market leader.
Great recruitment propositions
This document discusses developing inspiring fundraising propositions that can work globally. It outlines three key thoughts for developing propositions locally, nationally, and globally. Examples are provided of propositions that have worked well for different organizations both within and across countries. The document emphasizes that while small regional differences exist, universal human motivations for giving, like making a difference or belonging, are more important. Translating propositions effectively across languages and cultures can help propositions work globally.
Developing a perfect proposition
This document discusses developing an effective fundraising proposition for King's College London. It outlines that the proposition needs to clearly state the benefits of giving, fulfill emotional needs of donors, and build lasting donor relationships. Various propositions were developed and tested on focus groups. These propositions focused on supporting students, funding research, and connecting alumni. The document concludes by questioning which propositions are most effective and whether different propositions resonate better with different donor segments.
Getting testing right
This document provides a practical guide to testing in direct marketing. It discusses why testing is important, key concepts like sampling distributions and statistics, and outlines a structured testing lifecycle approach. This includes developing an annual testing strategy to prioritize questions, designing individual tests by calculating appropriate sample sizes and coding treatments, executing the test, evaluating results using statistical analysis to determine significance, and building insights to update strategy. Cautionary tales highlight the importance of testing value, sample size, evaluating multiple variables, and setting appropriate expectations. The overall goal is to make evidence-based marketing decisions through incremental, well-planned testing.
Drtv on a budget
This document provides guidance on creating effective direct response television (DRTV) advertisements on a budget for charities. It discusses why DRTV can work well for fundraising, the basic principles of strong DRTV ads, and how to develop propositions and stories that elicit an emotional response. Additionally, it offers tips on cutting production costs such as reusing existing footage, buying only necessary new shots, using library music, and negotiating for pro bono voice over work. The document emphasizes keeping messages simple, focusing on problems and solutions, and optimizing the beginning and end of ads to drive responses.
More from Natalie Blackburn (20)
Getting the most from charity of the year partnerships
Getting the most from charity of the year partnerships
Keeping the passion alive: Avon and Breakthrough's 21 year partnership
Keeping the passion alive: Avon and Breakthrough's 21 year partnership
Flagship events - flash in the pan, slow burners or quick death?
Flagship events - flash in the pan, slow burners or quick death?
Cgap
- 1. Will Britain ever learn to love philanthropy? Institute of Fundraising Major Donor conference 28th January 2013 Dr Beth Breeze, University of Kent
- 2. No! 1. Because of sustained negative/cynical media coverage. 2. Because philanthropists are aware of that attitude and it’s a real barrier to giving. 3. Because last year’s Budget proposal on capping charity tax relief put the debate back by a generation. www.shaw-trust.org.uk
- 3. What do philanthropists say? “I am afraid of the media, it’s always negative… They have great power and there’s no right of reply” “Journalists decry giving. They enjoy digging the dirt. The press can be very hurtful” “Why are the media nasty? They don’t do good news, they are snide and they pander to jealousy. The obituaries of philanthropists are nice but during their lifetime journalists dig. There’s nothing to be done” “Reforming the press is a hopeless cause. We won’t be able to change their negative approach. You need to accept from the outset that whatever you do will be rubbished in newspapers because that’s what they’re there for. If you are giving money away people will think you are doing it for self-aggrandisement” [Journalism is] “the enemy of philanthropy”. All quotes from ‘Theresa Lloyd (2004) Why Rich Peoplewww.shaw-trust.org.uk Give. ACF/Philanthropy UK
- 4. What’s the evidence? Adjectives preceding the word ‘philanthropist’ in UK media coverage: Austere Status-seeking Tax-ruse Self-styled Couture-clad Saintly (sarcastically) Disgraced Philandering Designer-trousered Dickensian High-rolling Ruthless www.shaw-trust.org.uk
- 5. What the papers say… [Philanthropy] “attracts the bored and under-qualified” (The Times 29/3/06) [Philanthropists are] “hypocrites with more money than sense” (Independent on Sunday 17/9/06) “Philanthropy is, if not exactly a dirty word in this country, at any rate nothing to shout about” (Daily Mail 27/6/06) [Philanthropists are] “motivated by a desire to be loved by as many as possible” (Sunday Telegraph 19/2/06) “Bill Gates is giving millions to charity. So? Why not? What else could he possibly do with all his money except coat himself in treacle and roll in banknotes?” (Guardian 28/11/06) “When the world’s second-richest man gives most of his money to the world’s richest man, we do well to count our spoons” (Guardian 28/6/06) www.shaw-trust.org.uk
- 6. Why don’t we love philanthropists? Because philanthropists are treated like other celebrities – their existence invites intense scrutiny, comment and criticism. Because of highly charged cultural attitudes towards wealth, success and class: “Curry King” “Fake Tan Queen” “The man to blame for shell suits” “The woman who gave us peppermint foot balm” Because of ideas about the ‘undeserving rich’ People who’ve made too much money, too quickly and don’t dispose of it ‘well’ “Getting rich is now like body building. Do it too much or too quickly and you look stupid” www.shaw-trust.org.uk (Clive James)
- 7. Concluding thought: It’s not just us “The word philanthropy and the idea it carries with it arouses mixed emotions… We expect rich men to be generous with their wealth and criticise them when they are not; but when they make benefaction, we question their motives, deplore the methods by which they obtained their abundance and wonder whether their gifts will not do more harm than good” Robert Bremner (1960) American Philanthropy. Chicago: Chicago University Press www.shaw-trust.org.uk