Beyond the Windfall – From Uncertainty to Confidence in Legacy Income

2nd October 2025 by Poppy Naylor

My very first fundraising role, back in the early noughties, was as a Legacy Marketing Exec.  I absolutely loved my meetings with legacy supporters and hearing firsthand their motivations for leaving the ultimate gift.  But for all the supporters we knew about, there were many more that we didn’t – a reminder that legacy giving can be as unpredictable as it is powerful.  In today’s challenging fundraising landscape, navigating this tension has never been more critical.

The importance of legacies 

Legacies are the single largest source of voluntary income in the UK, delivering exceptional return on investment and crucially, offering largely unrestricted funds. This was reflected in our Fundraising Benchmarks where Legacies remained dominant, accounting for 34% of gross voluntary income and an even higher 38% of net income across the sample. 

Over the last decade, the legacy market has grown steadily, with a record-breaking income of £4.5bn in 2024. Longer-term projections suggest this figure could reach £10bn by 2050, an important reminder of the opportunities legacies can unlock.

Why leaders struggle with legacies

For all their value, legacy gifts can feel frustratingly unpredictable and remain one of the most talked-about issues among charity CEOs and CFOs.  Through our work with leaders across the sector, five concerns come up time and again:

• Forecasting - How do we predict short or medium-term legacy income?

• Long-term visibility - What does our legacy pipeline really look like?

• Control  - Can we influence legacy performance at all?

• Attribution - Do we actually know where our legacies come from?

• Investment - How do we decide where and how to invest in legacy marketing?

These challenges are not unique to any one organisation, they’re sector-wide issues. Left unaddressed, they can lead to inconsistent investment, missed opportunities and unnecessary anxiety about a critical income stream.

That’s exactly why we’ve developed our new report: “Beyond the Windfall – From Uncertainty to Confidence in Legacy Income” 

This report, developed in partnership with Legacy Futures, reflects on these concerns and provides a consolidated view of how leaders can gain greater clarity and confidence in managing legacy income. Our aim is to equip charities with the insights needed to strengthen this critical source of long-term funding.

Inside, we explore:

• How to bring more clarity and confidence to forecasting.

• What indicators to track for long-term legacy health.

• How to take control of performance without chasing quick wins.

• Why attribution matters, and how to gain better insights into your legacy donors.

We also highlight some of the most common mistakes charities make with their legacy income - from undervaluing its importance to treating it as a stop-start campaign - and what leaders can do differently.

Our white paper doesn’t promise to eliminate uncertainty, but it does provide some answers and a framework to help charity leaders move forward with greater clarity.

Drop me a line at poppy@aawpartnership.com to get your copy.

How do you know your fundraising investment is working?

25th September 2025 by Tobin Aldrich

Fundraising and Finance Directors often tell me a version of the same story: “We’re spending millions on fundraising… but I can’t quickly show the return—or how confident we are in it.” That’s a problem. The UK’s top 100 charities alone spent £1.5bn on fundraising in 2024; not being able to evidence current or future returns puts budgets, strategy and trustee confidence at risk.

The root issue usually isn’t effort—it’s clarity. Many organisations lack a unified view of where fundraising money is invested, how decisions are made, how ROI is measured, and which assumptions and risks sit underneath those projections. Inconsistent methods make it tough to compare channels, justify spend, or reallocate quickly.

To help our clients understand how their fundraising investments are performing , AAW have created a Fundraising Investment Healthcheck. This is a focused review of how your organisation invests in fundraising—process, metrics, assumptions and governance—so you can evidence performance and make better, faster decisions. It’s designed to assure trustees and senior leadership that decisions are taken on the right basis and to surface the gaps to address.

In this process we will look at relevant data and documents and interview  key staff to review and score seven elements that determine the effectiveness of your investments:

• How ROI is calculated.

• Consistency of measurement across programmes/channels.

• Basis of assumptions (growth, attrition, response, costs).

• Quality of data feeding your models.

• Quality of reporting to leadership and trustees.

• Use of benchmarks (internal & external).

• How decisions are made (governance, risk appetite, approval paths).

What you will get is a clear evaluation of whether your current investment process is fit for purpose, together with a concise set of prioritised fixes, a common language for Fundraising & Finance to align on ROI, risk and resource allocation and greater assurance for trustees and leaders that spend is working—and what to do next.

If this sounds like something that your organisation could benefit from, drop me a line on tobin@aawpartnership.com.

Fundraising on a Wing and a Prayer: Why Your Data Silos Are Costing You

19th September 2025 by Deniz Hassan

We live in a sector awash with dashboards, reports, and metrics, so much so that it’s easy to assume everything is working as it should. But scratch the surface and you’ll often find something much less reassuring: fundraising programmes built on sand, behind smoke and mirrors.

This isn’t simply a question of individual skill. It’s the inevitable by-product of outdated structures and a chronic disconnect between fundraisers and analysts.

A Cautionary Tale: The Big Appeal That Wasn’t

Let me share a story that should give any charity leader pause.

A couple of years ago, a client celebrated a record-breaking appeal. Dashboards told a glowing story - targets smashed, performance off the charts. The results went all the way up the chain. There were congratulatory emails, back-slapping, even budget reallocations in anticipation of the same success next time.

Fast-forward a year. As part of planning for the next big push, someone spotted a few anomalies. What looked like minor inconsistencies turned out to be massive mistakes in the data transformation, buried miles upstream from the final reports.

Nobody had the full context of the entire data flow until I sat down with a data engineer and unpicked the lot. The bottom line? Income had been overstated by a huge amount. What was assumed to be a winning formula was, in fact, a dangerous illusion.

The Thin Sliver of Understanding

The truth is, the overlap between fundraisers who deeply understand data, and analysts who deeply understand fundraising, is wafer thin.

This isn’t about incompetence. It’s about structural silos:

• Analysts don’t always know what they’re analysing or why it matters.

• Fundraisers often don’t know how their data is assembled or what it actually represents.

When you operate like this, you’re effectively running your fundraising programme on blind trust and luck.

Dashboards Full of Nonsense

We’ve normalised living in a world of reports that look solid but aren’t:

• Metrics with no real meaning.

• Models built in a vacuum.

• Dashboards that serve more as décor than decision-making tools.

This is how bad decisions happen, and why so many strategies fail to deliver.

The Fix: Build the Middle of the Venn Diagram

Here’s what needs to change. It isn’t complicated, but it does require commitment:

1. Fundraisers: stop blindly trusting reports.
   If you don’t understand how your data is put together, you’re working on a wing and a prayer. Get curious. Ask questions. Demand clarity.

2. Analysts: stop building models in isolation.
   Step out of the technical bubble. Learn what drives fundraising decisions. Engage with the people using your reports.

3. Leaders: break the silos.
   Invest in structures and skills that encourage collaboration and mutual understanding. Make it someone’s job to connect the dots.

If we can do this, that thin sliver in the Venn diagram, where fundraisers and analysts truly understand each other’s worlds, will finally get bigger. And with it, so will the impact and income our organisations can achieve.

Final Thought

Until we move beyond outdated structures and start valuing shared understanding, the sector will continue to haemorrhage time, money, and opportunity.

It’s time to build fundraising programmes on solid ground, not wishful thinking. Because no cause deserves to be propped up by bad data and blind faith.

Fundraising Benchmarks: What we learned in 2025

By Tobin Aldrich, 11th September 2025

We are launching the 2025 Fundraising Benchmarks report, in collaboration with the Chartered Institute of Fundraising.

This is the second year of what we hope to be an annual study. In 2025 we have had 53 charities take part who, together, account for £1.8bn of voluntary income, about 8% of the total of the UK voluntary sector.

Benchmarking charity performance is hard. The charity and nonprofit sector is incredibly diverse. How charities organise, deliver and report on their fundraising varies hugely. And fundraisers are busy people with limited time and resource to devote to activities they can’t see as directly and immediately benefiting their charity. So this isn’t the easiest thing to do but it is we think, really valuable.

The Fundraising Benchmarks we produce focus on answering a small number of key questions about fundraising performance. What is the income being generated by each fundraising area? What are charities spending on fundraising in these areas? And therefore what returns are being generated? Over time we will be able to see how these are changing and draw conclusions about the trajectory of fundraising.

Other information that we are gathering in this process includes data on the size of fundraising teams - this is proving particularly useful for charities looking at whether they have the right level of resourcing in key areas. And the information we are gleaning across each fundraising area is showing some fascinating insights.

The four things I found most interesting this year were:

• Scale helps. The average charity with voluntary income under £10m has £300k of voluntary income, one with £100m+ has £900k.

• Legacies are critical. Legacies and individual giving account for over two-thirds of income. Legacies are even more important for net income, accounting for nearly two-fifths of charity net income.

• But are they prioritised? Investment in legacy marketing is increasing significantly but remains a small proportion of fundraising spend.

• Investment in new donors remains significant.  Over half of expenditure on individual giving is on recruiting new donors, with the charity in the sample with the largest recruitment programme bringing in over new 100k regular givers last year.

We are planning to continue this survey every year. We are also looking at doing versions for specific sub-sectors. Do get in touch if you’d like us to look at doing it for your sector.

If you want a copy of the 2025 Fundraising Benchmarks report, email us at info@aawpartnership.com.

What Lego Can Teach Us About Strategy

By Alison Clarke, 4th September 2025

I’m writing this fresh from a day at Legoland and it has struck me how much more this is than just a theme park. It’s creativity, imagination and storytelling brought to life.

Yet not so long ago, Lego was in serious trouble. Overexpansion and a lack of focus nearly sank the company. The turnaround happened when they stopped chasing everyone else and concentrated on what made them unique.

There are a few lessons here that feel just as relevant in the not-for-profit world as in business.

Focus on Being Different, Not Better

It’s easy to get caught up in comparisons: who’s faster, cheaper, slicker, better. That’s a race no one really wins.

Lego didn’t try to be the cheapest or most high-tech. They focused on limitless creativity. A simple system of bricks with endless possibilities.

What’s your equivalent? What do you offer that no one else can replicate?

Expand With Purpose

Growth works best when it reinforces what makes you special.

Lego’s films, games and theme parks weren’t random, they all built on the idea of imaginative play. That’s why The Lego Movie felt authentic, not just a marketing exercise.

Before you launch something new ask: Does this deepen what we already do best? 

Own Your Strategy and Know When to Pivot

Lego didn’t cling to every idea forever. When Legoland wasn’t working, they sold it. Years later, they bought it back when the time was right.

Strong strategy isn’t just about sticking to a plan. It’s also knowing when to step back and when to try again.

Involve Your Supporters

Lego doesn’t just sell to customers, they co-create with them. From Lego Ideas to massive fan-built displays, they turn buyers into partners.

In not-for-profits, this is powerful. People who help shape your work become your strongest advocates.

One Simple Question

Standing in Legoland, you can see why limitless creativity can’t be copied. It’s more than bricks, it’s a whole culture.

Do you know what makes your organisation impossible to copy? And are you using it to its full potential?

Build Strategy That Sticks

At AAW Partnership, we help not-for-profit organisations uncover exactly what makes them impossible to copy, and turn that into a strategy that works.

Whether you're rethinking your fundraising or ready to grow with purpose, we bring unrivalled experience to the table. We've worked with some of the sector’s most high-profile names, helping them cut through the noise, focus on what matters and build strategies that are both grounded and imaginative.

Because like Lego, your organisation has something no one else does. The challenge is making sure your strategy reflects it and gives your team the tools to build something remarkable.

If you're ready to take a fresh look at where you're headed, get in touch. We’d love to help you build what’s next.

Rethinking the Decline in Giving: A Systems Approach to Charitable Participation

By Claire Routley, 26th August 2025

Dr Claire Routley is Consultancy Director at our friends Legacy Futures. In a special blog for AAW she reflects on the decline in giving and considers what organisations can do to help reverse this trend.

Public participation in charitable giving is declining, with only half of UK adults now making donations. While this trend isn’t new, the sector still doesn’t have a definitive answer as to why it’s happening.

The decline been linked to factors from economic pressure and donor fatigue to a decline in religious participation. All of these are likely contributing, but crucially, they’re not operating in isolation. These forces interact in complex, sometimes hidden ways. That’s where systems thinking comes in.

Rather than viewing the decline in giving as a linear problem with a simple fix, systems thinking helps us recognise it as the product of interdependent, reinforcing dynamics. And by stepping back to explore the system as a whole, we can begin to spot strategic points of intervention: places where we may be able to halt or even reverse the decline.

What’s Reinforcing the Decline?

Several feedback loops seem to be amplifying the downward trend:

1. Belief and Participation: Younger generations are less likely to see charities as effective agents of change. This scepticism leads to lower engagement, which weakens charities' impact, which can reinforce the perception that they’re ineffective.

2. Income and Giving: As disposable income shrinks, especially among the middle class, fewer people give. This in turn can weaken the very social fabric that once encouraged giving.

3. Social Fabric and Participation: Community participation is waning. Fewer people are part of groups where giving is a social norm. As these bonds fray, giving becomes less visible and less habitual.

Together, these loops erode both the cultural and economic foundations of broad-based giving.

A Fragile Balance

Despite the fall in participation, total charitable income has increased — but that’s thanks to a shrinking core of highly engaged donors, often referred to as the “civic core.” Their generosity is helping to stabilise the system, but this model may not be sustainable.

Meanwhile, deeper systemic shifts — rising inequality, political polarisation, and a loss of trust in institutions — are reshaping the fundraising landscape. Technologies like AI may improve targeting and efficiency, but they also risk deepening economic divides, particularly if they displace middle-class jobs and further erode disposable income.

What can we do?

One of the central ideas in systems thinking is that small, well-placed interventions can create disproportionate change — a concept sometimes called “social acupuncture.” Instead of pushing against the system, we can look for points where momentum already exists and build on it.

Here are three ideas for where that might begin:

1. Tell Our Bigger Stories

We often focus on specific campaigns or impact stats — but can we better tell the epic, collective story of what giving has made possible over time?

• Over decades, the March of Dimes and Rotary International have helped very nearly eliminate polio.

• Global extreme poverty has dropped by two-thirds in just 30 years.

• Charities helped fund the COVID-19 vaccine.

When people see that giving works on a historic scale, it strengthens belief — and belief reinforces participation.

2. Make First Steps Easy

Research shows that small civic actions — like signing a petition — make people more likely to donate, especially when the causes are aligned. These “gateway behaviours” help people see themselves as someone who takes action, which creates consistency in future decisions.

Charities can design journeys that begin with low-barrier engagement, nudging supporters along a path toward deeper involvement.

3. Create Greater Connectedness

A recent study showed people tend to underestimate how empathetic others are, making them less likely to take social risks like striking up conversations or asking for help. But simply telling people the truth — that most people do care — boosted perceptions of others’ empathy and expanded social networks.

Charities, by their very nature, are built on compassion. Who better to remind people of the kindness of others – and potentially help to rebuild our social fabric?

These are just three ideas. Tapping into the creativity, ingenuity and lived experience across the charity sector could uncover many more. From frontline practitioners to digital innovators, fundraisers to researchers, we have the insight and imagination to co-create meaningful change.

No single organisation can shift these systemic patterns alone. But together — through collective insight, bold experimentation, and shared learning — the sector can begin to rebalance the dynamics and rebuild a culture of participation.

It’s not easy work. But if we care about the future of giving, it’s work worth doing.

Visit here to find out more about Claire and the services offered at Legacy Futures.

Why We Launched AAW Integrate: Meeting the Real Challenges Charities Face Today

By Deniz Hassan, 18th August 2025

I want to share why we’ve decided this is exactly the right moment to launch AAW Integrate.

This isn’t just another new offer. It’s a direct response to the biggest, most consistent problems we see holding charities back - problems no one else seems willing or able to tackle in a joined-up way.

A Decade of Sector Leadership

Almost ten years ago, Imogen Ward, Tobin Aldrich and our sorely missed friend Mark set out to build what has become a powerhouse consultancy in strategic fundraising and engagement. Along the way, they gathered some of the brightest minds in the sector - people with deep experience of what drives income and connection.

Since then, AAW has helped countless organisations transform how they fundraise and engage. But the fact is, today’s problems are very different to those we faced a decade ago.

The Same Challenges, Everywhere We Look

Over the last three years, we’ve conducted a huge number of income and engagement reviews, as well as digital reviews, across charities large and small. Despite all the differences in scale, mission, and resources, the trends have been strikingly similar:

• A desperate lack of clarity about performance, because of poorly architected data and technical infrastructure.

• A gap in executive-level understanding about how technology and data relate to strategy, and what good looks like in practice.

It’s no exaggeration to say that these issues come up time and time again, often underpinning the most persistent frustrations and failures.

Why Existing Solutions Weren’t Enough

Let’s be clear - there are plenty of good fundraising consultants out there. You can find more tech agencies than you can shake a stick at. There are excellent analysts who will crunch your numbers.

But the market simply didn’t have anyone who could pull it all together:

• Someone who could think like a CEO, a Fundraising Director, a Technical Director, and a Data Engineer all at once.

• Someone who could architect integrated solutions to complex, seemingly intractable problems.

• Someone who understood that strategy, technology, and data aren’t separate silos—they are inseparable if you want to thrive.

Level Up: Creating the Consultancy Charities Actually Need

It was obvious to us that if we were serious about helping charities succeed, our own consultancy offer needed to level up.

AAW Integrate exists precisely to fill this gap. We’re here to:

• Design the systems, models, and frameworks that make your strategies deliver reliably and at scale.

• Provide end-to-end support, bridging the worlds of fundraising, digital, data and technology.

• Give leaders clarity and confidence to make better decisions, faster.

Putting Our Money Where Our Mouths Are

So, long answer short, we launched AAW Integrate to solve the problems no one else is solving.

This is about giving charities a head start, not leaving them to deliver strategies with an arm tied behind their back.

Because the sector deserves better. And because every cause, and every supporter, deserves organisations built on clarity, not confusion.

Final Thought

If your organisation is wrestling with fragmented systems, patchy data, or strategies that never quite get off the page, it’s time to think differently.

We’d love to talk to you about how AAW Integrate can help you build the foundations your mission deserves.

When Strategy Looks Impressive but Fails: A Cautionary Tale for Not-for-Profit Leaders

By Alison Clarke, 7th August 2025

I recently came across a strategy from another sector that left me genuinely frustrated on behalf of the people expected to deliver it.

Even in its beginning stages, it was apparent this polished new plan was destined to fall flat. As is so often the case, it will inevitably be the staff who had no real voice in the process who take the blame for the failure. 

Unfortunately, it’s a scenario many not-for-profit organisations will recognise:

• A beautifully presented strategy document, brimming with ambition

• A confident implementation plan, signed off by senior leadership

• A high-profile launch designed to generate enthusiasm

And then, very little. Or worse, mounting frustration as the reality of delivery hits home.

Why Good Strategies Come Unstuck

So why does this keep happening?

Even the best ideas are bound to unravel if they aren’t grounded in a clear understanding of what it actually takes to bring them to life.

• Unrealistic timelines.

• Rigid milestones.

• No space for learning or adapting.

If I asked whether you’ve ever seen a strategy that looked impressive on paper but quickly fell apart in practice, I suspect you could think of a few examples. I certainly can.

At heart, the issue is simple: Strategy isn’t just about where you want to go, it’s about whether people have what they need to get there.

The Mountain Metaphor

Picture this: you ask your team to climb a mountain but you haven’t given them the right kit or the time to acclimatise.

That’s exactly what happens when strategy is focused solely on speed and certainty rather than execution and adaptability.

It’s a recipe for burnout, disillusionment and, ultimately, failure.

So What Can We Do Differently?

The good news is that this isn’t inevitable. The best strategies don’t just look good, they work because they’re designed to set people up for success.

Here are three ways to make that happen:

• Involve the people delivering the strategy in shaping it.
  When teams are part of the process, they’re more engaged and they’ll often spot potential pitfalls early on

• Set milestones that stretch people without overwhelming them.
  Ambition is important but it has to be balanced with a realistic assessment of capacity and resources

• Allow time to learn, refine, and adjust.
  No strategy survives first contact unchanged. That isn’t a failing, it’s a sign of a healthy and responsive organisation

A Simple Question for Leaders

Next time you’re reviewing a new strategy proposal, ask yourself: Does this set our teams up to succeed or are we, however unintentionally, setting them up to struggle?

In the end, no matter how impressive the vision or slick the presentation, a strategy is only as good as the experience of the people tasked with delivering it.

If it doesn’t work for them, it doesn’t work - full stop.

If your organisation is grappling with how to create strategies that stand up in the real world, I’d be glad to have a conversation. Supporting not-for-profits to build strategies and plans that actually deliver is what we do best at AAW.

Rip It Up and Start Again: Why Charities Need Drastic Structural Change

By Deniz Hassan, Digital Director AAW

23rd July 2025

In the 1980s, the band Orange Juice urged us to rip it up and start again. Today, that call rings truer than ever for our sector. Charities have been clinging to legacy structures and outdated ways of working while the world around us has transformed at pace. The result? We’re now stuck with monolithic systems that stifle innovation, repel talent and make it nearly impossible to understand or drive impact.

It’s time for something bigger than incremental change. It’s time to reimagine our organisations from the ground up.

The Same Old Story: Structures Holding Us Back

Over the last few years at AAW, we’ve reviewed some of the UK’s largest charities. Despite their scale and ambition, the pattern is consistent:

• Earning income is harder than ever, and even when we succeed, we often have no clear view of what worked and why.

• Spending money is paralysing, because without a confident understanding of impact, leaders feel unable to invest.

• Critical functions are neglected, simply because they never existed before.
  
  

A quick search on LinkedIn reveals the scale of the issue. When looking for data engineer roles in the not-for-profit sector, chances are you’ll be met with a handful of poorly paid listings, if anything at all. Meanwhile, there’s an abundance of generic fundraising and data analyst posts. These roles can’t thrive in isolation. They need modern support structures and interdisciplinary collaboration to be effective.

Missing Roles, Missing Skills

Too many of us assume that because certain jobs have always existed - fundraisers, analysts, comms managers - they’re the ones we need most. But the reality is that the roles charities don’t have may be the most important of all.Where are the people who connect the dots between strategy, finance, technology and impact? Where are the data engineers and integration specialists who can turn fragmented information into actionable intelligence?

These aren’t “nice to have” positions, they’re foundational. Without them, our sector will continue to fall behind, unable to attract and retain the talent that could propel us forward.

The Cost of Standing Still

While the world has raced ahead, charities have remained stooged in outdated models. We can no longer pretend that minor tweaks will suffice.

If we don’t act, we will keep:

• Losing skilled professionals to other sectors with more compelling career paths.
  
  

• Squandering resources because we can’t trace impact with confidence.
  
  

• Delivering less for the people and causes we exist to serve.
  
  

This isn’t about tinkering at the edges. It’s about having the courage to rip it up and start again.

What Needs to Change and Fast

To remain relevant and effective, not-for-profit leaders must commit to bold structural change:

• Invest in new roles that didn’t exist ten years ago but are critical now (especially in data, digital transformation and systems integration).
  
  

• Design support structures that empower teams rather than confine them.
  
  

• Challenge legacy thinking about what skills matter and how organisations should operate.
  
  

The sector is brimming with serious talent and big brains. But unless we create the conditions for them to succeed, we’ll never harness their full potential.

Time to Act

This is a pivotal moment. We can choose to keep papering over the cracks, or we can rebuild with intention and ambition. The old ways are holding us back. Let’s be brave enough to leave them behind.

Partner with AAW to Build What Comes Next

If the challenges outlined here feel familiar, you're not alone, and you don't have to tackle them alone either. 

At AAW Integrate, we specialise in helping charities make bold, structural change a reality. Whether you're rethinking your digital architecture, reviewing your digital strategy, or recruiting the data and technology roles that will shape your future, we bring deep sector experience and a clear-eyed view of what it takes to thrive in a fast-changing world.

Don’t just tweak the edges. Let’s rip it up and rebuild - smarter, stronger, and future-ready. Explore our services and get in touch to start your transformation.

Why charities don’t understand their fundraising and how we can fix it

By Tobin Aldrich, Principal Partner AAW

20th June 2025

I spent about 20 years as a fundraising director for five charities and, since 2015, have been consulting on fundraising programmes for nonprofits of all sizes and cause areas. At this point, AAW have reviewed, at some level, the fundraising operations of hundreds of nonprofits, including around half of the top 100 UK charities by voluntary income. 

Across all these organisations we have consistently seen the same problems holding back fundraising performance. And they are not getting any better.

At the heart of these issues is the central problem of understanding fundraising performance. Out of the hundreds of charities that I have analysed, there are only a handful that actually understand the real drivers of their voluntary income and how they can effectively influence them. 

The majority of the charities I have reviewed cannot reliably answer some fundamental questions about their fundraising portfolio. What is the actual ROI on the resources invested in each area of fundraising? Who are our supporters and why do they give to us in the ways that they do? What is the contribution of each part of our marketing mix and each pound spent on the recruitment and retention of supporters? 

Fundraising Directors are, in too many charities, flying blind. If you don't know where the best places are to invest your time and money, how can you make meaningful decisions? 

Why don’t charities understand their business? There are a range of interconnected problems that start with the disconnect between income strategy and organisational strategy.  Fundraising is seen as an operational enabler not a core strategic driver. This leads to an overly operational and tactical approach to income generation. 

This constrains a properly data and evidence-based approach to fundraising.  The quality and availability of real action insight is the most common and most acute  single issue in the charities we review.  Charities have data, often lots of it, that details their fundraising and marketing performance, but it is inconsistent, unreliable and dispersed.  There are different and incompatible versions of the truth, with the result that decisions, even on seven or eight figure investments, are made based on instinct, prejudice or based on the advice of suppliers with vested interests in the outcome.

This problem has actually gotten worse over the course of my career in fundraising.  This is because charity marketing has got more competitive and more complex at a similar rate. Thirty years ago, I could build fundraising programmes by finding an activity that paid back fairly immediately and which didn’t really need much time and investment from the rest of the organisation. Face-to-face fundraising then, for example, was basically free money and you had to be an idiot not to invest (there were, of course, idiots).

The world now is very different. Successful fundraising programmes need to be much more sophisticated and to understand the interrelation between multiple channels and touchpoints, and their impact on supporter behaviour. Marketing in a digital word means needing to bring together and interpret data from many sources to actually understand what is driving what and why.

Charities have access to all the tools that would allow them to answer the fundamental questions about their fundraising. What they are struggling to do is to bring them together. Finance, IT, fundraising and brand and marketing teams are all addressing different parts of the problem but struggling to find a common language to discuss it, let alone a common approach to move things forward.  

Millions are being invested in new technology, particularly in new CRM systems and their panoply of clever and expensive ideas.  We have seen too many of these projects fail to meet expectations because actually this isn’t a problem technology can fix on its own. Spoiler alert, AI is not the answer. 

What we need, above all, is the proper integration of strategy, data and technology, and insight. 

This is why we have set up AAW Integrate. At AAW we have the combination of real depth of expertise in three things that don’t usually come together: fundraising with the AAW consultancy team, digital performance marketing with Deniz Hassan and marketing data architecture and technology with our technical team led by Simon Applebaum.  The job of AAW Integrate is to bring all key strategic and operational elements together to allow charities to understand their fundraising performance and make better decisions about it. We are identifying what are the key questions, where the data lies that can answer them and developing solutions that standardises and integrates this data into insight that can really drive performance.  

We are currently working with a number of big name charities and nonprofits and are already identifying actionable transformational changes in fundraising programmes as a result. Deniz and I will be joining Amnesty’s Rohan Hewavisenti to speak more about AAW Integrate at the Charity Finance Conference in June - so if you are attending please do come and say hello. Otherwise, drop me a line at tobin@aawpartnership.com to find out a little more. 

AAW’s first impact report as a B Corp

AAW was proud to achieve B Corp certification in 2024. Now, nearly a year later, we’re proud to share our very first Impact Report — a reflection on everything we’ve achieved in our first year as a certified B Corp and a look ahead at what’s next.At AAW, we’re all about people and relationships — and we never take that for granted. 

To everyone who has supported us on this journey: thank you. It hasn’t always been easy, but despite the challenges in our sector, we remain full of energy, optimism, and belief in what we can accomplish.

Here’s to another impactful year!

2025 Fundraising Benchmarks Survey

The 2025 Fundraising Benchmarks Survey is officially LIVE. AAW has collaborated with the Chartered Institute of Fundraising again for this survey, and we are hoping it will be even bigger and better this year 🎉

Last year the charities who took part accounted for an impressive £1.5 billion of fundraised income. We had some truly fantastic insights into fundraising performance across the sector. By joining in on this year's survey, you will help shape the collective understanding of how our sector is performing - and gain valuable insights on how your charity is performing relative to its peers.

What's in it for you?
✅ It is relatively quick and easy to complete
✅ It will provide valuable, actionable data
✅ It is FREE to participate!

Please set aside time before the 25th April to participate. Anyone who enters will get a free report on the findings, with anonymised data.

A huge thank you in advance to everyone who participates and shares our survey.

Who are the top fundraisers?

By Tobin Aldrich

19th March 2025

I’ve long been frustrated by the lack of really good information on which charities in the UK raise the most money. The Charities Aid Foundation used to produce a Top 100 Charities list but it has been many years since that has been updated.  So, at AAW, we have been developing our own data and now we are making it available to the sector.

We have carried out an in-depth analysis of the top 100 fundraising charities in the UK based on voluntary income for the financial year ending in 2023. And we have compared that to the same data from 2019.

The data is sourced from audited accounts and curated to exclude entities that, while appearing in the rankings, do not primarily engage in fundraising (for example, grant-making trusts, universities and religious organisations primarily serving faith communities). The report categorises charities by their primary cause area and evaluates income growth, legacy and donations income, and fundraising expenditure.

We’ve tried to deal with the major anomalies that bedevil such exercises, such as the different ways charities categorise income and expenditure. The results won’t be perfect, but this should be the most reliable list that’s available.

The results are very interesting. You’ll have to read the report for the full story but some snippets are:

• 81 of the charities in the top 100 in 2019 feature on the 2023 list. Seven charities in the top 10 in 2019 also remain in the 2023 top 10 list.

• The highest proportion of income in the top 100 came from charities dealing with international causes and that has risen since 2019. But this was heavily influenced by major humanitarian appeals, such as raising funds for Ukraine.

• Armed forces, disability and children’s charities all fell as a proportion of income compared to 2019.

• The charity which raised the most money in donations from the public in 2023 isn’t who you probably think it is.

We are making the report available for free to the first 100 people who ask for it. Please click here to order your copy.

The World Changes. Again.

Tobin Aldrich

10th March 2025

We are in the midst of dramatic and fast changing global events. Again.

Amongst a number of major convulsions that the new administration in the US has unleashed on us all in the last month, they have essentially trashed the whole global aid system. While no one has any idea of what the future will be, it seems unlikely that USAID in anything remotely resembling its previous incarnation is coming back. Lots of us might have had major issues with the way the US did international aid and development but suddenly stopping virtually all of it leaves a massive gap covering all kinds of programmes all over the world. The UK announcing its own massive aid cuts last week has just exacerbated the situation.

And non-profits are scrambling to respond and to develop strategies in response.  All of us involved in nonprofit consulting probably have in-boxes full of people looking for guidance and support.

Our wheelhouse is money and where to find it, so I’ll stick to that.  Our advice in this situation is basically the same as in any other of the crises we have been through (I remember something about a global pandemic?).  There are a few simple points to keep in mind:

Don’t hide away

What you cannot do is freeze and turn inwards. There’s lots of internal stuff you’ll need to do but it’s essential to communicate externally. Most of all with your supporters.

Focus on those who love you

Or your cause. You need to be talking to them honestly about the situation, what it means and what you can do. They will help if you let them but they won’t if you don’t. Don’t wait until you know everything, you are not going to. Speak to your supporters now.

Focus on what you can control.

There’s no point in bewailing the situation or hoping that someone will ride to your rescue. The first is a waste of energy and the second isn’t going to happen. So what are the levers you can pull, where can you reduce exposure and create breathing room?

Make the changes.

Let’s be honest, while the latest developments are shocking, they haven’t come out of nowhere. The world aid system has been in a slowly developing crisis for a long time. Aid and development models have been increasingly questioned and the role of the international NGO in particular ever more under scrutiny. We’ve all known change has been needed and this simply hasn’t happened fast enough. Our friend Keith Kibirango discusses what this means for the new world funding order in this great video here

This is true of funding too. Many INGOs have attempted to ride the two horses of public support and institutional money as the environment for both has changed fundamentally. Can organisations continue both to be essentially sub-contractors to government while mobilising individuals in donor countries? Arguably many are doing neither well.

Many of us have been arguing for a long time for a different approach to securing funding, much more integrated into organisational strategy, much more authentic to and co-created with supporters, that properly brings together all parts of the nonprofit around a shared narrative.

In the weeks to come there will be nonprofits desperately scrambling for different funding sources, looking for unicorns and asking people like us to find them.  But there are no tactical short cuts here.

The sooner we can have conversations about fundamental strategic changes and tackle the factors that have stopped this in the past, the more quickly we will move on to the new approaches that allow the sector to navigate these very uncertain times.

All that is certain in the future is change and we need to adapt to it now.

And of course, if you want to talk through options, you know where to find us.

Recruitment Agencies for Charity: Bridging Talent Gaps in Nonprofits

3rd March 2025

According to government data, trust in charities is like the British weather -- 60% of people are optimistic, while the rest are keeping their umbrellas handy. This is higher than trust in social media but lower than faith in a proper queue.

While the forecast for public confidence may be improving, charities face a different storm brewing behind the scenes. The real challenge now is finding the right staff. Hiring skilled people for key roles is hard, and it's putting extra pressure on already busy teams.

This is where recruitment agencies for charity organisations can help. They work with nonprofits to find talented, mission-driven people who fit the organisations' goals and values.

Keep reading to see how these agencies can help solve your staffing issues.

Understanding Nonprofit Needs

Recruitment agencies know nonprofits face challenges when hiring. Nonprofits often have small budgets, need specific skills, and want employees who care about their mission. One of the charity recruitment solutions offered by these agencies involves finding candidates who meet unique nonprofit needs.

Hiring can take a lot of time and effort, which nonprofits may not have. Recruitment agencies offer solutions for quickly finding skilled, mission-driven candidates. They, therefore, allow nonprofits to focus on important work while building a strong team.

Focus on Attracting Mission-Driven Talent

Recruitment agencies advise nonprofits on hiring people who want to make a difference. These candidates tend to match nonprofit values. In turn, nonprofits benefit from hiring employees who are passionate about the mission.

Many workers are still looking for new opportunities, even though fewer are quitting their jobs. A PWC survey shows that 28% of workers worldwide plan to switch occupations in the next 12 months, compared to 19% in 2022. Recruitment agencies study such trends to help nonprofits connect with mission-driven candidates.

The agency for charity hiring understands how the job market is changing and helps nonprofits stay competitive. They encourage hiring people who are skilled and excited to support a cause. It then becomes easier for nonprofits to attract and hire great talent.

Filling Specialised Roles

Due to new challenges like technology and data, nonprofits are changing their roles. Today, they need experts in areas like digital fundraising and programme management. They need people with the right skills and a passion for the mission to find the right talent.

These organisations often need employees with specific skills like grant writing, fundraising, or programme management. Recruitment agencies recommend finding people with these abilities. They make staffing for charities to fill up these roles much easier.

The candidates must fit the nonprofit's mission and team. They should be individuals who share the nonprofit's values and work well with others. In turn, new hires will feel connected and ready to contribute.

Finding candidates for specialised roles can be challenging for nonprofits. Recruitment agencies help brainstorm ways to simplify the process. They save nonprofits time and effort by helping identify the qualities of the right person for the job.

Expedited Hiring Process

Recruitment agencies use their knowledge and tools to shorten the time needed to find and review candidates. Through their help, nonprofits focus on their work instead of spending too much time hiring. Here's how they speed up the nonprofit talent acquisition:

• They value skill and ambition as top qualities for candidates

• They strategise how to conduct first-round interviews and narrow down the best options

• They introduce nonprofits to tools that optimise hiring

• They're ready to consult on every step of the process

A slow hiring process can cause big problems for nonprofits. It can delay important projects, increase staff stress, and hinder progress on the nonprofit's mission. Recruitment agencies solve this by helping nonprofits hire the right people faster.

Building Talent Pipelines for Future Needs

Recruitment agencies help nonprofits prepare for future hiring needs. They recommend creating talent pipelines - groups of skilled professionals who match the nonprofit's mission and values. These pipelines ensure nonprofits can quickly fill roles.

These agencies encourage nonprofits to find and stay connected with potential candidates before jobs are available. This means tracking people with the right skills and passion. This planning makes it easier to hire when roles need to be filled.

Agencies also keep up with changes in the UK job market and nonprofit trends. These dynamic changes help them update talent pipelines so nonprofits can always access the right candidates. With these pipelines, nonprofits can plan for growth or unexpected changes without worrying about hiring delays.

Smart Hiring and Strategic Candidate Vetting

Today's nonprofit hiring landscape demands sophisticated risk management beyond traditional background checks. Modern recruitment agencies employ data-driven strategies to assess and evaluate candidates' potential success and to make sure they are the right fit for a particular organisation and its culture. They conduct structured behavioural interviews using the STAR method (Situation, Task, Action, Result) to assess problem-solving abilities and past performance in similar roles. This comprehensive approach is crucial because a mis-hire impacts more than finances -- it affects donor relationships, programme effectiveness, and team dynamics.

By leveraging these advanced screening methodologies, agencies can help nonprofits identify candidates who not only have the right skills but can also adapt to evolving sector challenges while advancing your mission.

Supporting Diversity and Inclusion

Recruitment agencies help nonprofits build diverse and inclusive teams. They encourage finding candidates from many backgrounds to create teams that reflect their communities. This focus on inclusion makes nonprofits stronger and more effective.

Agencies advocate for fair bias-free nonprofit job placement processes. They want everyone to succeed. With this mindset, nonprofits can build supportive, welcoming teams.

Diversity and inclusion practices work best when leadership is committed, employees feel included, and teams collaborate. Recruitment agencies support these goals by advising on ways to hire diverse candidates with fresh ideas and perspectives. 

Connect With Recruitment Agencies for Charity Organisations Today

Recruitment agencies for charity organisations help nonprofits find skilled, mission-driven staff. They save time, reduce risks, and support the creation of diverse teams. With the right agency, your nonprofit can thrive and focus on its important work.

Need help finding the right talent for your nonprofit? At the AAW Group, we specialise in nonprofit recruitment and fundraising. Browse our website to see how we can support your organisation's success.

Certainty

Imogen Ward

10th February 2025

“There is one sin which I have come to fear above all else… certainty. Certainty is the great enemy of unity… the deadly enemy of tolerance.”

Anyone who has enjoyed Robert Harris’s Pope romp, Conclave, will probably remember the line about certainty.

It’s as much about how we navigate our own lives as it is about faith. And it got me thinking about how the role of certainty is key to planning in a strategic context.

Our role as Strategy Consultants is to balance focus and attention on deep diving into  the past, interrogating the present and forecasting the future.

By the very nature of what we do - guiding organisations to make the right strategic and operational choices often at a time of extreme pressure  - consists of a judgement on certainty.

But surely we’d be charlatans of the worst kind if we proposed that everything we advised was based on a concrete belief of…. well… certainty.

Well maybe - because there are some components of our work that we really do need to be fairly clear on. These are my top 3:

The Truth - This is the biggie really and something that we often struggle to land with our clients. This is not for any nefarious reasons, but usually because the position right now - or as is - is often really hard to grasp. My colleague Deniz Hassan speaks about the growing chasm of what any organisation needs to understand in terms of data and insights to motor planning and what is actually assumed to be right.

The Vision - What is it that you want to achieve and over what timeframe? Typically not-for-profits are good at articulating the vision, but struggle then to provide the indicators to prove that impact. Why? Well see above.

The Culture - Perhaps I should clarify here. It’s not the articulation of the culture that is important,  but the appreciation of its impact: is it enabling the organisation to succeed or is it creating a static environment. Or (and we see this far too much) is it tearing it apart. Signs we see: a rock star department that dominates. The Income Generation team plough their course with little regard or attention to the rest of the organisation? Has Compliance moved from something that gives a framework, to something that rules with fear?

But there is some stuff that is less straightforward to be certain on:

The Forecast - we all know that the future cannot be predicted. God knows what next week will bring at this stage let alone any longer than that. So why do Trustees  ask for a 5 year income forecast from the Fundraising Director? And then insist on reassurance that it will be inevitably delivered?

Don’t get me wrong, organisations need some way of planning for the future, working out what sensible investment looks like and what it might bring in. But too often we find Fundraising Directors who have inherited a lovely looking strategy that will double (it always doubles) income in five years based on what exactly? Unless you are really clear about the key risks and assumptions behind the forecast and there’s a robust process to validate these assumptions against real-world outcomes, the result is too often a paper strategy that no one believes in and will never succeed.

The Benchmarks - Trustees looking for certainty will ask for examples of organisations who have been in the same position and whose strategies can be copied. We do a lot of benchmarking for our clients and it’s a useful indicator of what other similar organisations are doing and how you perform against them or what you can learn from them. But charities are so different from each other and report so differently, that an indicator is all it can ever be.  There’s no magic formula for success.

We crave certainty in life - we seek out patterns and trends to prove this or that. As with life, in fundraising, some stuff works, some stuff doesn’t work but you are more likely to make the right choices if you approach it all with a good pinch of honesty.

Cardinal Benitez would be proud.

Overcoming Barriers in Charity Trustee Recruitment

1st February 2024

More than 184,000 charities are registered in England and Wales, supported by over 924,000 trustees, according to the Charity Commission.

Despite these high numbers, charity trustee recruitment remains a challenge for many organisations. Finding skilled, diverse, and committed trustees is essential for charities to thrive, yet barriers often prevent them from reaching their full potential.

The AAW Group specialises in non-profit recruitment and strategic fundraising consultancy, helping charities overcome these challenges with tailored strategies and deep sector expertise.

In this guide, we'll explore the common obstacles organisations face when recruiting trustees and provide practical solutions to help your charity build a strong and effective board of trustees. Ready? Let's get started.

Common Barriers in Charity Trustee Recruitment

As highlighted above, recruiting charity trustees is a challenge faced by organisations across the UK. A mix of misconceptions, structural barriers, and resource constraints can make it difficult to attract and retain the right candidates. Here are some of the most common barriers and their impact on recruitment efforts.

Lack of Awareness and Understanding

First of all, it's a reality that many people are unaware of what a trustee does or the opportunities available. Others may assume trusteeship is reserved for those with years of senior management experience or specialised knowledge.

This lack of awareness prevents talented individuals who could bring valuable skills and fresh perspectives from considering a trustee role.

A trustee is a volunteer who helps oversee a charity's operations, ensuring it stays true to its mission and complies with legal requirements. They provide strategic guidance, make key decisions, and support the organisation's long-term success.

Perception of Exclusivity

Trusteeship can appear inaccessible, particularly to individuals from underrepresented backgrounds. Some candidates may feel that they do not belong on a board due to factors such as:

• Cultural

• Educational

• Socioeconomic

Such a perception can be further reinforced by boards that lack visible diversity, discouraging others from applying.

Limited Resources for Recruitment

Another reality is that many charities lack the time, budget, or expertise needed to run effective trustee recruitment campaigns.

Without dedicated resources, organisations struggle to promote roles widely or target specific audiences. This often results in fewer applications, thus limiting the pool of qualified candidates.

Time and Commitment Concerns

Potential trustees may also hesitate to apply due to fears about the time commitment.

Misconceptions about the workload or a lack of flexibility in meeting schedules can discourage busy professionals or those balancing multiple responsibilities.

Skills Gaps

Additionally, charities frequently require trustees with specific expertise, such as financial, legal, or digital skills. Finding individuals with these competencies can be challenging, especially for smaller organisations with limited networks.

Geographical Limitations

Lastly, smaller charities, particularly those operating in rural or less populated areas, may struggle to find trustees locally. This can restrict boards to a narrow pool of candidates, reducing the diversity and breadth of experience they bring.

Solutions to Trustee Recruitment Barriers

Overcoming the challenges of charity trustee recruitment requires a proactive and strategic approach. Addressing the root causes of common barriers means charities can build stronger, more diverse boards that drive their mission forward.

Here are some practical solutions and how the AAW Group can help.

Raising Awareness

Charities can demystify the trustee role by clearly explaining what it involves and its benefits. Educational campaigns and outreach can highlight how trusteeship offers individuals the chance to:

• Develop new skills

• Give back to their communities

• Make a meaningful impact

Sharing success stories from existing trustees can also inspire others to step forward.

Emphasising Inclusivity

Creating a welcoming and inclusive culture is also key to attracting diverse candidates. You can start by reviewing recruitment materials to ensure they use accessible and inclusive language.

Another option is to consider partnerships with organisations specialising in connecting underrepresented groups with trustee opportunities. A more inclusive approach widens the pool of candidates and builds a board that better reflects the communities your charity serves.

Enhancing Outreach Efforts

Charities must move beyond traditional recruitment methods and leverage digital platforms, professional networks, and community groups. Platforms like LinkedIn or specialist websites can help target specific skills, while outreach to local organisations can draw in people with strong community ties.

At the AAW Group, we use tailored recruitment strategies to help charities reach the right candidates through broad and niche channels.

Simplifying Expectations

Concerns about time and workload often deter potential trustees. As a solution, charities can address this by clearly outlining expectations and offering flexible options, such as virtual meetings or staggered commitments.

Providing training and ongoing support also helps new trustees feel confident and prepared for their role.

Focusing on Skills-Based Recruitment

To fill specific gaps, charities should prioritise skills-based recruitment. For this, they can start by conducting a skills audit of your current board to identify areas where expertise is lacking.

Targeted recruitment campaigns can then focus on attracting professionals in those fields, such as finance, law, or digital transformation. At the AAW Group, we work closely with charities to analyse their needs and design bespoke strategies that deliver results.

Expanding Geographical Reach

For charities in rural or remote areas, geographical limitations can be overcome by embracing digital solutions. Virtual board meetings make it easier for trustees from other regions to participate, broadening the candidate pool.

Additionally, focusing on online recruitment platforms ensures you can connect with individuals across the UK.

How the AAW Group Can Help

With a proven track record (and more than eight years of experience) in non-profit recruitment, the AAW Group offers unmatched expertise in overcoming trustee recruitment challenges. We develop bespoke strategies to attract diverse and skilled candidates, helping to ensure your board is equipped to lead effectively.

Our approach includes outreach to underrepresented groups, a focus on inclusivity, and a deep understanding of the non-profit sector's unique needs, helping to overcome the common barriers faced in charity board recruitment.

Overcoming Recruitment Challenges With AAW Group

So, to sum up, effective charity trustee recruitment is essential for building boards that can drive your organisation's success. By addressing barriers such as lack of awareness, exclusivity, and skills gaps, charities can attract diverse and skilled trustees who bring fresh perspectives and expertise.

At AAW Group, we specialise in developing trustee recruitment strategies tailored to your needs, ensuring you reach the right candidates. Check out our recruitment page to learn how our expertise can transform your recruitment efforts and help your charity thrive.

Effective Ways to Find C-Suite Interim Executives for UK Non-Profits

28th January 2025

Did you know that, according to Third Sector, unfilled roles in UK charities nearly doubled from 2.6% in 2011 to almost 5% in 2022?

This increase in vacancies underscores the challenges non-profits face in maintaining effective leadership. When a C-suite position becomes vacant, hiring an interim executive can provide the necessary stability and expertise during transitions.

Join us, as we take a closer look into how UK non-profits can refine their recruitment processes to secure the best interim executive for their teams.

Why Non-Profits Need Interim Executives

Leadership gaps can be disruptive for any organisation, but non-profits face unique challenges when executive roles remain unfilled. There are three main reasons non-profits turn to interim executives:

• Filling leadership gaps

• Specialist expertise

• Cost-effective solution

Filling Leadership Gaps

A non-profit's success depends on strong leadership. If a chief executive officer, chief financial officer, or other key leader departs unexpectedly, the organisation can struggle to maintain momentum. An interim executive steps in quickly to manage responsibilities and prevent operational slowdowns.

Specialist Expertise

Many interim executives bring years of experience working with non-profits. They understand the unique challenges of balancing mission-driven work with financial sustainability.

Whether it's restructuring finances, improving fundraising strategies, or strengthening governance, an experienced interim leader offers valuable skills that a permanent hire might take months to develop.

Cost-Effective Solution

Searching for a permanent executive can be expensive and time-consuming. A long hiring process can leave organisations in limbo, delaying progress. Interim executives provide a flexible option, allowing non-profits to continue operating smoothly while they search for a long-term leader.

Identifying the Right Interim Executive for Your Non-Profit

Hiring the wrong person can slow progress, so a thoughtful selection process is key. There are three main factors to consider when selecting an interim executive:

• Experience in the non-profit sector

• Proven leadership skills

• Crisis and change management

Experience in the Non-Profit Sector

An interim executive should understand the challenges that come with running a non-profit. Unlike corporate roles, non-profit leadership often involves working with limited budgets, securing funding, and managing volunteer teams. A candidate with prior success in similar organisations will be more equipped to handle these responsibilities.

Proven Leadership Skills

Interim executives are often brought in during times of transition. They must be able to assess an organisation's needs and make decisions quickly.

Strong leadership includes financial oversight, team management, and strategic planning. The ability to step into a role and lead with confidence is one of the most valuable traits an interim executive can have.

Crisis and Change Management

Many non-profits hire interim executives when they are facing financial struggles, leadership turnover, or structural changes. A successful candidate should have experience in stabilising operations and guiding organisations through uncertain times. Their ability to make clear, steady decisions will keep staff motivated and prevent disruption.

The Best Methods for UK Interim Executive Search

Finding a qualified interim executive requires a focused approach. Non-profits need leaders who can step in quickly and keep operations moving. There are three main ways to conduct a UK interim executive search:

• Specialist recruitment agencies

• Professional networks

• Online platforms and direct outreach

Specialist Recruitment Agencies

Working with a recruitment agency that focuses on C-suite executive recruitment in the UK can save time and effort. 

Specialist recruitment is key to finding the right leaders for non-profits. The AAW Group offers a key focus on C-suite executive recruitment in the UK, ensuring organisations connect with skilled professionals who understand the sector's challenges.

Our expertise spans global charities, national organisations, and regional non-profits, giving us deep insight into leadership needs.

As a Certified B Corp®, we provide strategic, mission-driven recruitment solutions, offering a level of analysis and industry knowledge that general agencies simply can't match.

Online Platforms and Direct Outreach

Websites like LinkedIn allow non-profits to identify potential candidates based on experience, industry knowledge, and availability. A direct approach can be effective, especially when reaching out to professionals who have worked in similar roles before. Posting job listings in targeted online communities may also attract experienced candidates who are actively looking for interim opportunities.

Avoiding Common Mistakes in C-Suite Executive Recruitment

Hiring the wrong interim executive can lead to unnecessary setbacks. There are a few common mistakes non-profits make when hiring an interim executive:

• Rushing the hiring process

• Ignoring cultural alignment

• Lacking clear objectives

• Not utilising a specialist agency

Rushing the Hiring Process

Time is often a factor when leadership roles become vacant. Organisations may feel pressure to fill the position quickly, but skipping key steps can lead to a poor hire. Taking time to properly assess candidates, conduct interviews, and check references will reduce the risk of bringing in someone who is not the right fit.

Ignoring Cultural Alignment

A candidate might have the right skills and experience but still struggle in a non-profit setting. Cultural alignment is just as important as professional qualifications.

An interim executive must understand and support the mission of the organisation. A leader who does not share the same values may struggle to connect with staff, donors, and board members.

Lack of Clear Objectives

Some organisations bring in an interim executive without defining what they need. A lack of clear goals can lead to confusion and wasted effort. Before hiring, non-profits should outline specific expectations, whether it's stabilising finances, managing a leadership transition, or implementing a new strategy.

Not Utilising a Specialist Agency

Some non-profits make the mistake of working with general recruitment firms rather than agencies that specialise in non-profit leadership. This can lead to a longer hiring process and candidates who lack the right sector-specific experience.

AAW Group has a proven track record in C-suite executive recruitment UK, working with charities of all sizes, from large international non-profits to regional organisations. We understand the unique challenges of non-profit leadership and connect organisations with interim executives who can step in quickly and make an immediate impact.

Non-profit Interim Executive in the UK

Hiring an interim executive can help UK non-profits maintain stability during periods of transition. 

At the AAW Group, we specialise in non-profit recruitment and strategic fundraising consultancy. Our experienced team brings expertise from various sectors, delivering unmatched insight and results for organisations of all sizes, from global non-profits to national charities.

Get in touch so we can help your hiring process.

From Cost to Catalyst: Why Non Profits Must Properly Invest in Data and Tech

Deniz Hassan

January 20th, 2025

Last week I had to descend into the lower basement to meet the Chief Technical Officer of a huge organisation. It was a bit grim. Two hours later, I met the comms team upstairs on a beautiful, bright and newly refurbished floor. It felt very 'IT Crowd' (couldn't find the box with the internet in it though).

In a bit of a different take to my usual fundraising point of view, this time I'm thinking about things from a finance angle.

In the non-profit sector, technology and data are often relegated to the shadows, not just in terms of location but viewed as necessary but costly overheads.

This perception needs to change. For senior finance leaders, particularly in organisations with complex, multi-channel, and multi-product portfolios, technology and data are not just tools; they are enablers of financial sustainability and mission-driven success. It’s time to bring them into the light.

From Expense to Investment

For too long, technology has been considered a cost centre rather than a strategic asset. But the benefits are so clear (when communicated in the right way) - with the right infrastructure and insights, technology empowers finance leaders to achieve clarity in fundraising operations, predict financial outcomes, and measure the true ROI of every facet of an income generation programme. Imagine having the ability to precisely calculate the cost-to-income ratio of a specific appeal across digital, direct mail, and events—and knowing where to double down for future success.

Data and technology provide this clarity, eliminating guesswork and enabling informed decisions. The right investments in data and technology means finance teams can actually do things such as compare historical performance against current strategies with confidence rather than the standard opaque conversations that seem to drive some of the most important decisions - imagine that!

Better Relationships Through Better Data

Over the years as a fundraiser, I've made sure I've spent the right amount of money buying coffees for my finance people. But the relationship between finance and fundraising teams can sometimes be a bit tetchy, especially in large organisations where teams work in silos.

Technology bridges this gap by making the right sort of data available. Data, at the correct level of granularity and transparency ensures finance teams have a comprehensive view of income generation programmes. This transparency allows for more collaborative planning and the ability to forecast more accurately.

When finance teams have access to 'proper' data, they can better understand donor behaviours, campaign lifecycles, and the financial impact of different fundraising initiatives. This shared understanding fosters trust and strengthens relationships across the organisation. The intangible ROI is off the chart.

Predictive Power for the Future

In addition to understanding past performance, technology enables organisations to look forward. Predictive analytics, powered by robust data sets, allow finance leaders to model different scenarios and determine where future investments will be most effective. For example, what happens if we invest more in digital fundraising versus face-to-face? Technology can provide the answer, helping to allocate resources with precision. Again, doesn't really sound like a 'cost', no?

The Cost of Inaction

Failing to invest in technology and data because it's expensive is a fool's errand. You're investing in ignorance and uncertainty while potentially pouring millions into a media plan. And all because one has a 'direct ROI'. But step back and consider the cost your organisation risks when making inefficient decisions in our income generation programmes ("Let's pour more money into DRTV"), wasting resources ("It'll take us 2 weeks to pull together a report that shows our returns"), and falling behind in an increasingly competitive landscape ("We'll learn the lessons and have another crack before I decide to get a new job").

Non-profits must view technology not as a cost but as a catalyst for growth. It’s the foundation upon which better decisions are made, better relationships are built, and better outcomes are achieved for both your organisation and the people you serve

Leading the Way

For senior finance leaders, embracing technology and data isn’t about keeping up with trends; it’s about leading their organisations into a sustainable future. By investing in the right systems and fostering a data-driven culture, they can ensure that every pound spent is a pound well invested.

It’s time to step out of the shadows. Data and technology are no longer optional extras—they are the backbone of modern, impactful, and financially sustainable non-profits.

Creating a Nonprofit Budget for Executive Hires: Key Insights

8th December 2024

According to Nottingham Trent University, 60% of nonprofit organisations in the UK report recruitment difficulties. 

One of the reasons is that some candidates can overlook nonprofits, viewing the corporate world as a more financially rewarding path. Sadly, this perception, for some, can make attracting executive talent to your nonprofit challenging. Developing a strategic nonprofit budget can be a powerful tool in addressing this issue. 

This will allow you to allocate adequate funds towards executive hiring. Read on to uncover key insights for crafting a nonprofit budget for executive hires. 

Identify Leadership Needs and Costs Early

Most nonprofits have structures that differ significantly from corporate organisations. Your nonprofit should take this into account when developing executive hiring strategies. 

It should review its organisational structure to identify key executive roles essential for meeting its mission and goals. Determine the positions that directly impact your nonprofit's objectives and prioritise them. Develop comprehensive job descriptions and specifications for each critical role. 

Defining roles can prevent unnecessary spending on less impactful positions or mismatched candidates. You can ensure your nonprofit budget prioritises allocating funds for key executive positions. 

Establish a Flexible Budget Framework

Nonprofits often face funding fluctuations, so it's important to have room for adjustments. Develop a flexible nonprofit budget framework to adapt to changing costs and needs. Enhanced flexibility allows for unexpected recruitment costs or relocation expenses. 

It also accommodates for salary changes when necessary. Flexibility allows you to balance executive hiring with other essential areas, keeping finances sustainable. It reduces the risk of laying off key employees due to a lack of funds. 

Set Realistic Salary Benchmarks

Nonprofit salary planning involves aligning compensation with industry standards. Research nonprofit compensation and salary planning tools. These resources provide reliable benchmarks for executive roles within your sector. 

Offering competitive salaries can help you attract top talent. However, it's crucial to stay within your financial means. 

To avoid this, ensure your compensation structure balances market standards with your budget. Consider factors like:

• Role responsibilities

• Organisational size

• Funding levels

• Industry salary standards

• Location and cost of living

• Market competition for executive talent

A balanced approach will help you make informed decisions. This way, you can offer fair compensation while protecting your nonprofit's financial health. Aligning compensation with both mission goals and market realities ensures long-term sustainability.

Incorporate Benefits and Non-Monetary Incentives

Including benefits and non-monetary incentives in your nonprofit budget for executive hires can help you offer a more competitive package. The benefits and incentives include:

• Retirement benefits

• Recognition programs

• Leadership development opportunities

• Flexible working arrangements

• Clear path for professional growth

• Opportunities for work-life balance

Focusing on the monetary and non-monetary benefits can help attract qualified personnel while keeping recruitment costs in check. The goal is to have a well-rounded compensation package that gives you a competitive edge. 

Budget for Executive Recruiting Costs

Your nonprofit budget for executive hires should have provisions for:

• Advertising the position

• Screening processes

• Candidate assessment

Allocating enough money for these activities can reduce the need to cut corners. 

Outsourcing some aspects of the recruitment process can also help find the best talent. So, when budgeting for recruitment, consider allocating money for executive search services. These services can help your nonprofit avoid costly advertising and screening costs. 

This can curb the risk of advertising for a position and failing to attract ideal candidates. Using them can help your nonprofit quickly fill executive positions with the right people. 

Plan for Onboarding and Training Expenses

Nonprofits often assume that executive hires don't need training. They believe training is for lower-level management. However, not investing in onboarding and training can be a costly mistake. 

Experienced executives may not understand how nonprofits operate. Many have worked in profit-driven organisations and may carry that mentality into their new role.

Onboarding and training are essential even for experienced executives. They need to learn how nonprofits function, especially the unique challenges they face. 

A nonprofit's priorities are different from those of a corporation, where profit is the primary goal. Nonprofits focus on mission, impact, and sustainability. Executives unfamiliar with this can struggle to adapt.

Providing thorough onboarding and training is vital for a smooth transition. It helps new leaders understand your nonprofit's mission, values, and operational style. It also sets expectations for their responsibilities within the organisation.

Allocating part of your nonprofit leadership budget to onboarding and training can ensure a successful transition. This investment is crucial for executive hiring strategies and long-term organisational success.

Seek Professional Help Creating a Nonprofit Budget for Executive Hires

Relying on the above can help create a nonprofit budget for executive hires. However, the process can still be overwhelming and time-consuming. You might struggle to balance the available funds to cover all executive recruitment expenses. 

You can overcome these challenges by seeking professional help. Experienced consultants can provide valuable insights into practical, cost-effective executive hiring strategies and salary benchmarks. 

The AAW Group can offer this professional assistance. As a nonprofit recruitment and strategic fundraising consultancy, we specialise in helping nonprofits craft tailored executive recruitment budgets.

Check out our website to discover more about how we can assist your nonprofit in finding the right talent for your mission.