To Mark, With All Our Love

Imogen Ward

29th April 2024

Mark has been a close friend, colleague and mentor to me for over 20 years. From our time when we first met as part of the DEC to when 7 years ago, he left his beloved Red Cross to join Tobin Aldrich and myself in the newly formed consultancy practice Astarita Aldrich Ward.  

Tobin always laughed that only Mark and I could actually ignore the rule of the alphabet and put his name first. Technically of course Aldrich should come before Astarita. Mark and I just thought Astarita Aldrich Ward sounded better. And it did. We were right. We often were. 

The search side of our business had been Mark’s idea all along. Fundraising leaders finding other fundraising leaders had been something that came naturally to Mark. For many, many years every charity recruitment agency in the UK bent his ear for recommendations on roles and his instinct for talent meant that he was generally pretty astute to landing the right people for the right role. So he kind of knew this would fly. 

I am not saying that the actual translating of this idea to a proper company was easy. It wasn’t. We had to learn loads and we were lucky to get some of the best search people in the business to help us. But the core of it - the authenticity of what we knew was right - was our North Star. And it worked. AAW’s Search and Interim service will continue to be one of Mark’s many, many brilliant contributions to our sector. 

Professionally, Mark was inspired and energised by three things. Firstly, the Red Cross movement and all that entailed. Whether that’s a humanitarian response thousands of miles away or a crisis closer to home. 

When I worked with him as part of the DEC someone said to me (when Mark was being particularly truculent) “when Mark bleeds it ain’t red. It’s Red Cross”. And it was true. Mark was always fixated on doing what was best for humanity and delivering aid as his axle, and he was always convinced that the role of the Red Cross in an emergency was key. So of course they deserved all the money!  He loved the Red Cross Movement  - he lived and breathed its values and history, and was entranced by all its many incarnations. Even when he left, he was still part of it. The blood running through him was Red Cross. 

The loss of Mark's late wife, Gill, hit him hard and when some years later he found love and laughter again with Angie everyone was so happy for him. When Gill was coming to the end of her life she was treated by the St Joseph’s Hospice in Hackney. It triggered for Mark a deep connection to the cause, serving on the board of St Joseph’s and then later St Clare’s in Harlow. He did so much for the movement and I know it’s stronger thanks to his love and determination. 

Finally Fundraising. Or rather Fundraisers. When Mark moved from being a Trade Unionist to the Charity Sector he really did bring something very different. Mark was a working class young man who had left school at 15 with very few qualifications. Smart, cocky and determined to have his voice heard in a sector which, like the rest of British society, really wanted the Marks of the world to conform and be quiet. But Mark couldn't be quiet. And as he got more confident he got louder. And it was Fundraisers that became his cause. Fundraisers who he loved and roared for and would always, always champion. Fundraisers were Mark’s life’s work. 

Mark raised loads and loads of money for the causes he worked for in his career - billions of dollars in fact. He won countless awards, was the Chair of many, many committees and institutions and even received an OBE in recognition of his work. But I think the thing he was proudest of was the teams of Fundraisers he led and inspired to not only deliver the greatest for the charity they were working for, but to achieve greatness for themselves. 

It’s impossible to quantify how many lives Mark touched in this way. How many individuals he inspired, encouraged and propelled  - many are now CEOs of some of the biggest charities in the world. All of the people he touched will be remembering him now. Mark was one of those unique people who changed your life from simply being in his presence. 

Mark - all of us at AAW loved you very much and will miss you deeply.  We are having to deal with the unimaginable and navigating the next few days and weeks will be hard. But we were all blessed to be close to you personally and have you as part of our small company trying in your words “to do good stuff for good people fighting the good fight”.

And do you know what? Even if your surname had started with a Z -  your name would have always been first. 

How Has Fundraising Changed Since 2016?

Tobin Aldrich

4th April 2024

Anybody who has ever tried to benchmark the fundraising performance of charities against each other will tell you it is a thankless and frustrating task. Charities are absolutely excellent at reporting their income and expenditure in confusing and inconsistent ways and the task of comparing apples to apples is, well, an interesting one.

So obviously we spend quite a lot of time and energy on benchmarking. It’s pure masochism really.

Amongst all the pain and suffering we do occasionally manage to collect interesting data so I’d thought I’d share some of this.

Since 2017 we have been tracking the overall fundraising performance of the top 100 UK charities by voluntary income. This is using public data only (although we have worked with a majority of these organisations in some capacity, we obviously can’t share their information) which means using the audited accounts each charity files with the Charity Commission.

Given that every charity uses the same accounting framework (SORP), you’d have thought this means that this would be a simple task. You would be wrong, there is wide room for interpretation in these principles and boy do charities take advantage of it. How and why is a whole different subject but for now let’s just say we have to do quite a bit of work on these figures to make them reasonably comparable. 

That all being said, in 2015/16  (year ending before April 2016) the organisations below were, according to our figures, the top charities in the UK by fundraised income (that is to say donations and legacies from individuals, charitable trusts and companies).

*These are our definitions based on what section of the fundraising “market” we think the charity occupies, not how the charity would represent themselves (sorry Guide Dogs).

Of the top 20 charities, five were in the health sector, including the two big cancer charities CRUK and Macmillan which were first and second in the top 20. There were six internationally focused charities (if we classify Red Cross and Comic Relief as international), four animal charities, two conservation/heritage and a smattering of others.

Going forward to the year ending before April 2023, there has been quite a lot of change. CRUK retains the top spot but there’s plenty of movement below this. This was the year of the Ukraine appeal, so we have internationally focused charities - BRC, Islamic Relief and UNICEF – performing strongly and moving up the chart, but all of these had been growing even before this. Sightsavers, which is not an emergency charity, has entered the top 20, up 11 places since 2015/16.

Not all international charities have grown, Oxfam has fallen from 4th to 8th place while Save the Children has gone down from 7th to 14th place.

Health charities remain strongly represented, but there are winners and losers. Macmillan is down to 4th from 2nd place.  Marie Curie is down three spots. BHF is up one place and Alzheimers has entered the top 20, up nine spots from 2016.

Animal charities are still strongly represented but there has been a bit of movement between them. Conservation charities are showing growth, WWF are up four places for example.

What does all this tell us?

Well let’s start with the macro picture. The voluntary income of the top 20 charities in 2015/16 was £2.56bn and this had grown to £3bn by 2022/23. That’s a 19% increase in seven years.  That sounds good except that, according to the Bank of England, the Consumer Price Index has increased by 30% in that period. The situation is worse if we exclude legacies. Donation income of the top 20 increased by just 12% in seven years.

There’s some movement between causes. In a year when there was a once-in-a-generation emergency appeal for Ukraine, we saw some strong results for some international charities but this overlays a pattern of steady decline by some long established international development charities. Children’s charities are steadily losing market share - the highest ranked children’s charity is now outside the top 10 charities. Conservation is growing, animals and health are broadly stable.

Oh and the fifth biggest charity by voluntary income in the UK is Islamic Relief. Now that’s a societal shift right there.

This is very much just the edited highlights of our data, which cover the top 100 charities. If anyone wants more of the underlying detail, just drop me a line.

The Art of Asking for What You Want.

Mark Astarita

26th March 2024

Last week I received an email out of the blue that made me smile. I have permission to share it with you and I wanted to do so, to as it’s a great reminder to all fundraisers especially, as well as candidates looking for new roles, to be brave – and that if you don’t ask, you don’t get. And if you ask beautifully, you are unlikely to be ignored and will stand out from the crowd.

The email started with a reminder of our shared past and this person’s expertise as a highly successful fundraiser…

I hope you are well, and don’t mind me reaching out in this manner. I’m taking a wild stab in the dark here, in the hope that you might remember me. A few years ago, we spent an afternoon together whilst you observed my work as a door-to-door fundraiser, representing the British Red Cross. At the time, I was one of the highest performing fundraisers in the country, on the verge of setting up my own direct marketing company. My business proved a roaring success, sustaining an unparalleled retention rate, generating millions in revenue for numerous charitable organisations… most favourably the British Red Cross of course!

That afternoon we spent pacing the streets of East London left a huge impression on me. It was just over 10 years ago now, but I distinctly recall bonding over our love of motorbikes and the phenomenal work the Red Cross do. I left our encounter feeling deeply inspired by your story and have since been committed to working in sectors that make a positive and powerful difference. 

…before going to on to ask directly for what she wants now:

My reason for reaching out now, (and I must stress that I sincerely hope it is not too cheeky to do so), is that I am looking for a new career opportunity and the chance to use my skills to make an incredible difference in the charity sector again. Recently, I've become a member of a fundraising board, on a volunteer basis, further securing my desire to apply myself fully in this field again; which explains why you are reading this email right now.

It would mean such a lot to me if I were able to steal a little bit of your time to pick your brains on what might be my best way to move forward. Perhaps you may know of an organisation that needs an ambitious, tenacious, self-starter like me? Or alternatively, I'd value any words of wisdom that could help me identify possible gaps I may need to fill, in order to get to where I want to be. 

And then closing with a very personal thank you:

I appreciate how busy you must be however, so if nothing else, please consider this a long overdue thank you for the invite I received to the BRC garden party at Buckingham Palace. I believe you were responsible for that invite and let me just say, the whole day was wonderful...the cucumber sandwiches were sublime!

It was an email that made me recall getting a similarly lovely letter along with a CV in my first few weeks as Director of Fundraising at the British Red Cross, asking for opportunities. It was from the one and only Tanya Steele – within a few days she was volunteering at the charity and today she is the CEO of WWF. She asked, I noticed, and the rest is history.

It’s a direct approach that has proved successful in my career before. Some years before I met Tanya, our wonderful Patron where I was working as Director of Fundraising and Communications at the National Deaf Children’s Society signed six very speculative letters to potential major donors for a capital build. Five out of the six responded and donated – the largest had never had a previous connection with the charity and won naming rights because of the size of the gift.

The key lesson here is that approaches were very personal, appealing and direct – above all you need to ask specifically for what you want; heck what have you got to lose by not trying and then trying again?

Oh and yes the email sender is having coffee with me next week.  I look forward to hearing all her news 10 years on.

What Can We Learn From Universities About Philanthropy?

Tobin Aldrich

12th March

As I’ve said before, one of the great pleasures of consultancy is the variety of the projects we get to do.

In the last year we have been working more with Higher Education organisations than in previous years.  It’s a fascinating world and there are definitely learnings for the wider charity sector.

HE philanthropy is very different from charity fundraising. In some ways they can be seen as mirror images of each other.

What HE really excels at is major giving. We have been working with a University in Australia that raises 97% of its over $100m annual philanthropic income from gifts of over $100,000 and nearly 75% from gifts of over $1m. HE institutions are the places where really big giving is happening - the largest gift to an Australian University so far has been $250m.  By contrast, the biggest UK fundraising charities typically raise around 5% of their income from major gifts. And that proportion hasn’t really changed for many years.

Why do universities do so well with larger gifts? They have an advantage with their alumni communities, people who have a lifelong relationship with the institution and to at least some degree, a stake in its success. But only around half of the biggest gifts to universities come from alumni. So what else is going on?

One of the things that has really struck us about working with universities is the sense of possibility and optimism in these places. We’ve always said that to raise a very significant amount of money you need an idea that is big enough. Universities are full of people who can generate very big ideas. That isn’t to say that turning these ideas into deliverable programmes isn’t often very challenging, but this is an environment which enables big picture thinking while the institutions are large enough to be able to pull them off.    

The universities which routinely secure these very big gifts have learned how to build philanthropy into the fabric of the institution. US universities have been doing this for over a century but we are increasingly seeing this in the rest of the anglosphere as well as in other parts of the world such as Asia. Institutional leadership are committed to and prioritise philanthropy, and academics engage more and more with philanthropists.  Major projects are co-created with potential funders and other partners. Donor stewardship is proactive and professionally managed.

This isn’t to say that everything in the HE garden is rosy. The sector has as many challenges as the wider charity world and there is much variation in philanthropic performance across institutions.

Compared to the charity sector, HE is generally much less good at delivering effective programmes to engage large numbers of smaller donors. Philanthropy programmes built around a one-to-one approach can really struggle even to take smaller gifts. Trying to give a small gift to a major university can be a ridiculously difficult process.

Although in theory universities understand how to deliver one-to-many engagement through alumni programmes, these often struggle to convert into effective fundraising, at least outside the US.  There is much the HE sector can take from the best of supporter engagement practice in the more progressive charities.

What universities and charities do have in common is a struggle to effectively deliver engagement progress for supporters who fall between the major giving and mass donor programmes, what is often called “the missing middle”. People who have the capacity to give mid-tier gifts have very significant potential value but too often fall between organisational siloes and do not receive the attention they deserve.

As we hopefully do more work in the HE sector, we will continue to share learnings across sectors. There is much potential for collaboration here in order to engage donors more effectively around ways giving can achieve transformative outcomes.

Universities don’t have the secret to great fundraising any more than the charity sector does but each side has much to learn from each other.

How to: Plan and Execute an Impactful Corporate Philanthropy Strategy

26th February 2024

Corporate philanthropy is a key strategy that modern companies use to maintain a competitive edge. It involves aligning organisational resources, expertise, and values to address societal challenges.

A well-planned and executed giving strategy benefits the community and enhances an organisation's reputation, employee engagement, and brand value. Gone are the days of mere charitable donations. Today's philanthropy aims to make a meaningful impact on communities while driving business objectives forward.

As an HR director, you significantly influence your organisation's corporate philanthropy strategy. Keep reading to learn how you can develop and execute an impactful corporate philanthropy strategy.

Corporate Philanthropy Strategy Development

Developing an impactful corporate philanthropy strategy requires a strategic approach. Here's a breakdown of the steps you should follow.

Assess Your Organisational Values and Objectives

The first thing you must do when creating a philanthropy strategy is to assess your company's mission, values, and business goals. For a corporate philanthropy strategy to be successful, it must align with three things. These are societal needs, employee passions, and the goals and values of your organisation.

Let's say you work for an NGO that values environmental sustainability. Additionally, your team likes being in nature and growing plants. In this case, a sustainable corporate philanthropy strategy might involve sponsoring tree-planting events. You can also support renewable energy projects or fund environmental education programs.

By aligning your philanthropic activities with the company's values and goals, you reinforce the company's commitment to sustainability. This makes it more likely for both internal and external stakeholders to embrace your initiatives.

Identify Issues and Priorities

To make a real difference with your philanthropic efforts, it's essential to address genuine societal needs. Research thoroughly to understand the social, environmental, and economic issues in your community. Involve stakeholders in your research. They will help you get a better understanding of societal challenges and trends. Stakeholders include your employees, customers, and community members.

Once you've identified the most critical issues, highlight those that align with your corporate goals. From this selection, pinpoint the issues your employees are most passionate about. Following this step will ensure that your philanthropic efforts have a meaningful impact on society. It will also ensure that your efforts resonate with your organisation and its stakeholders.

Set Clear Goals and Metrics

The third step is to set specific, measurable, achievable, relevant, and time-bound (SMART) objectives. These objectives should outline the impact you want to achieve with your initiatives.

Let's say that your philanthropic goal is to improve access to education in underserved communities. A SMART goal could be to increase the number of scholarships awarded to disadvantaged students by 20% within the next two years.

Alongside setting SMART goals, it's essential to establish metrics. These will allow you to track progress and measure the effectiveness of your strategy. Align your metrics with your objectives and provide quantifiable data to measure success.

Continuing with the education example, metrics could include the number of students awarded scholarships or the academic performance of scholarship recipients.

Regularly monitoring these metrics will enable you to assess the effectiveness of your philanthropic initiatives. They also allow you to make adjustments to your strategy if necessary. This ensures that you have properly allocated your resources. Also, you will be sure that your efforts are contributing to meaningful and sustainable change.

Allocate Philanthropic Capital

The final step in strategy development is allocating the necessary capital to bring your goals to fruition. This involves determining the budget available for your corporate philanthropy initiatives. It's essential to consider both budget constraints and the expected returns on investment to ensure that your resources are optimally utilised.

When allocating philanthropic capital, it's also beneficial to explore innovative fundraising tactics. One such approach is impact investing, where investments are made to generate positive social or environmental impact alongside financial returns.

Additionally, consider forging shared value corporate partnerships. This is where businesses collaborate with other stakeholders to address societal challenges while creating mutual value.

By partnering with NGOs, government agencies, local communities, or other corporations, you can pool resources, expertise, and networks to maximise the reach and effectiveness of your philanthropic initiatives.

Philanthropy Plan Implementation

Implementing your philanthropy plan effectively is crucial to turning your goals into tangible outcomes. Here are four tips to help you do just that.

1. Charity Selection and Due Diligence

Choose charitable organisations or projects that align with your philanthropic priorities. Ensure that they have a proven track record of impact. Conduct thorough due diligence to assess the credibility, transparency, and governance practices of potential partners.

2. Transparency and Accountability

Maintain transparency and accountability in your philanthropy efforts to gain the trust and confidence of stakeholders. You can do this by communicating progress, successes, and challenges to relevant parties.

3. Flexibility and Adaptability

Stay flexible and adaptable in your approach to implementing the philanthropy plan. Recognise that circumstances may change. Also, new opportunities or challenges may arise over time. Be open to adjusting your strategies.

You may need to reallocate resources for better execution. Or you may end up exploring new partnerships to address emerging needs. Being flexible to change will maximise the effectiveness of your initiatives.

4. Celebrate Success and Learn From Failure

Another key to successful execution is to celebrate milestones and successes along the way. This will keep morale high and inspire continued engagement in philanthropy efforts.

Equally important, embrace failures as opportunities for learning and improvement. Analyse what went wrong. You can then adjust strategies accordingly. Also, use setbacks as valuable lessons to inform future decision-making and strategy development.

Executing an Impactful Corporate Philanthropy Strategy

Creating an impactful corporate philanthropy strategy requires careful planning and execution. It all starts with identifying societal needs and aligning them with your corporate objectives. Don't overlook the importance of involving stakeholders at every step of the process.

Additionally, maintaining accountability and measuring outcomes is pivotal for ensuring that your initiatives make a genuine difference in society. These actions not only enhance your organisation's reputation but also strengthen its competitive advantage over time. 

For further insights into strategies for running your non-profit organisation, explore the rest of our "HOW TO" series.

How to: 10 Non-Profit Organisation Ideas for Aspiring Philanthropists

1st February 2023

In the tapestry of modern society, non-profit organisations are vital threads, weaving together solutions and hope where they're most needed. These institutions aren't just about charity; they're about change. They offer a platform for individuals like you to transform a spark of an idea into a passionate career.

This journey we're about to take unveils 10 non-profit organisation ideas, each a unique avenue to contribute meaningfully to the world. From nurturing the minds of the young to safeguarding our natural heritage, from bolstering health initiatives to championing the arts, these ideas are not mere suggestions. They are calls to action, beckoning you to step forward.

As we explore these paths, consider how your vision, drive, and compassion could ignite a movement, a change, a better tomorrow. Let's begin.

1. Community Education Programmes

Community education programmes open doors by teaching essential skills. They offer classes in literacy, finances, and more, for all ages. These programmes create stronger, smarter communities.

To start one, first identify how you can serve the community and what they need to learn. Then, enlist volunteers or education professionals, find a place for classes, and invite people to join. This step-by-step approach helps meet local educational needs and makes a lasting impact.

2. Environmental Conservation Initiatives

Environmental conservation initiatives focus on protecting our planet. They involve activities like tree planting, wildlife protection, and recycling drives. These initiatives not only help preserve nature but also educate communities about sustainable living.

The benefits? Cleaner air, protected wildlife, and a healthier environment for all. To start, identify local environmental needs. Maybe it's a polluted park or a threatened species. Then, team up with local environmental experts and organise events. Engage the community through workshops and hands-on activities.

These steps lead to a greener, more aware community.

3. Health and Wellness Outreach

Health and wellness outreach programs focus on improving community health. They provide resources like health screenings, fitness classes, and nutritional education. These programs are crucial. They help prevent diseases and promote overall well-being.

To implement this, start by assessing the health needs of your community. Maybe there's a need for mental health support or obesity prevention. Next, collaborate with healthcare professionals to offer relevant services. Finally, promote these programmes to attract donors and encourage community participation.

These steps create a healthier, more informed community.

4. Arts and Culture Preservation

Arts and culture preservation enriches society by keeping traditions alive. These initiatives include restoring historic sites, supporting local artists, and hosting cultural festivals. They keep our heritage vibrant and accessible.

To start, identify key cultural elements in your community. Maybe there's an endangered art form or a forgotten historic site. Next, partner with local artists and historians to develop preservation projects. Then, organise events to showcase these cultural treasures.

These steps help maintain a living connection to our past and enrich our present.

5. Youth Mentoring Programs

Youth mentoring programs guide young people towards success. Mentors offer advice, support, and a positive role model. These programmes build confidence, improve academic performance, and offer new perspectives.

To establish one, start by understanding the needs of local youth. What challenges do they face? Next, recruit mentors who are not only skilled but also passionate about helping young people. Finally, create a structure for regular mentor-mentee meetings and activities. These steps foster a supportive environment where young people can grow and thrive.

6. Human Rights Advocacy

Human rights advocacy champions the fundamental rights of individuals. This includes fighting against injustice, discrimination, and inequality. Advocacy groups work to influence policies, raise awareness, and support victims.

To start an advocacy group, first identify key human rights issues in your area. Next, build a team passionate about these causes. Then, create awareness campaigns and engage with policymakers. These steps help bring about meaningful change and protect the rights of those who may not have a voice.

7. Disaster Relief and Support Services

Disaster relief services are crucial for helping communities during crises. They provide essential aid like food, shelter, and medical assistance after natural disasters. These services are vital for recovery and rebuilding.

To establish such services, start by understanding the types of disasters your area faces. Then, train volunteers and stockpile necessary resources. Finally, coordinate with local authorities for effective response. This preparation is key to providing timely and effective aid when disasters strike.

8. Animal Welfare and Protection

Animal welfare initiatives aim to protect animals from cruelty and neglect. They involve rescue operations, sheltering, and promoting responsible pet ownership. These programs are essential for ensuring the well-being of animals and fostering compassion in the community.

To implement this, start by assessing the local needs for animal care and protection. Then, establish a network of shelters and volunteers. Educate the community about animal welfare and involve them in various initiatives, such as adoption drives and awareness campaigns.

9. Support for the Elderly and Disabled

Support programs for the elderly and disabled enhance their quality of life. These initiatives offer services like home care, accessible transportation, and social activities. They're key to ensuring dignity and independence for these community members.

To start, identify the specific needs of the elderly and disabled in your area. Then, recruit and train volunteers for various support roles. Establish partnerships with local organisations for resources and expertise, and create programmes tailored to the community's needs.

10. Technology Access and Training for Underprivileged Communities

Enhancing technology access in underprivileged areas is vital for bridging the digital divide. It equips individuals with necessary digital skills, opening doors to education and employment opportunities.

To start, identify the specific tech needs in your community. Then, source computers and equipment through donations or grants. Next, set up training programmes on basic computer skills, internet use, and other digital tools. Partner with tech experts for effective training. These steps provide essential digital literacy, crucial for thriving in a modern, connected world.

Turning Non-Profit Organisation Ideas Into Reality

These non-profit organisation ideas are gateways to impactful change. From youth mentoring to environmental conservation, each offers a chance to make a real difference. At the AAW Groupp, we excel in transforming these ideas into impactful realities - our expertise in strategic development and fundraising is key to your success. If these ideas have ignited your desire to create change, join us.. Explore our unique approach.

HOW TO: Identity Creative Themes for Your Fundraising Calendar: Engage Donors and Reach Your Goals

A report by CAF found that charitable giving rose by £2 billion in the UK in 2022. This shows that donations remain a vital source of income for many non-profit organisations. However, achieving your fundraising goals requires planning and engaging donors.

This is where a fundraising calendar comes in. It can help identify the best times to host a fundraising event, reach out to sponsors, and appeal to the target audience. Moreover, it can diversify your income streams and align your fundraising with your mission and vision.

With that in mind, here are some creative themes for this year's fundraising calendar.

Key Creative Themes to Consider

Getting creative with your non-profit's fundraising campaigns can pay off when it comes to engaging your supporters and meeting revenue goals. By tying your appeals and outreach to certain themes, you make it easy for donors to latch on and get involved.

Here are some of the most effective thematic ideas to build your annual fundraising calendar around.

Seasonal Events

The changing seasons offer plenty of options to connect your mission and programs to what's happening right now in your community. From Christmas to Mother's Day, there are plenty of opportunities throughout the year to create engaging campaigns that resonate with donors. 

For instance, a Christmas drive could focus on providing warm meals for families in need. Similarly, a Mother's Day campaign might highlight the important role that mothers play in shaping our lives.

Awareness Months

There are hundreds of issues and causes with dedicated months and days throughout the year. This offers prime opportunities to drive donor engagement. Do your research to find those that provide a natural fit to shine a light on your efforts.

For example, a healthcare non-profit might focus its efforts on Mental Health Month in May or World Cancer Day in February. This allows you to tap into existing momentum while educating supporters about your role in moving the cause forward. The key is to focus on building strong relationships with your supporters and working together towards your shared goals.

Milestone Celebrations

Birthdays, anniversaries, retirements - these are natural opportunities to connect with long-time supporters again. You can remind them how much their support has meant to your organisation and show how their gift can still make a difference. Share stories of how their past donations helped and explain how their future support can help too.

For example, let's say your non-profit focuses on education. If a long-time donor is turning 80, you could send them a letter saying something like:
"Thank you for all you've done for our organisation over the years. Your support has meant so much to us and has helped us make a real difference in the lives of young people. As you celebrate your 80th birthday, we wanted to take a moment to acknowledge all that you've accomplished and look forward to the future. We know that with your continued support, we can keep helping kids succeed."

This kind of message shows that you value the donor's past support and want to keep working together to achieve your goals. It also makes the donor feel appreciated and important, which can help keep them engaged with your organisation.

Pop Culture Trends

Finally, pop culture trends provide another rich source of inspiration for creative themes. TV shows, books, and movies can all be leveraged to generate interest and excitement around a charity's mission.

Get some buzz by linking your non-profit's mission and stories to the latest hot television show, book release, or celebrity craze. Come up with some shareable social content and an appealing spin. For example, a youth tutoring organisation could riff on a popular kids' movie opening to highlight the power of mentoring.

Stand Out and Connect: Tips for Cutting Through the Noise

Creative themes are crucial, but not enough to guarantee a successful outcome. There are additional factors to consider when developing your fundraising calendar. These include:

Know Your Audience

Take the time to intimately understand who your supporters are and what matters most to them. This allows you to tailor both messaging and channels to resonate based on demographics, values, and interests. Meet people where they're already active for efficiency, and adapt CTAs to incentivise specific groups.

Make It Personal

Even when running sweeping campaigns, find ways to spotlight individual stories and impact. This helps foster an emotional connection and helps donors relate to those they empower. Compelling visuals, videos, and narratives come in handy here.

Utilise Multimedia

Today's supporters increasingly consume content through various digital means rather than traditional print only. A strong social presence with vibrant photos, videos, and shareable posts builds intimacy even remotely. Continue nurturing relationships between in-person events.

Bring in Experts

But perhaps the most effective way to maximise your reach and engagement is to partner with a fundraising consultant. These professionals are better equipped to give you specialised guidance and insights on crafting fundraising events tailored to your target audience. Non-profits can benefit greatly from their advice and see increased results in their fundraising efforts.

Tying It Together - Components of Strong Fundraising Calendar

To make the most of their fundraising efforts, charities should aim for a balanced calendar. This means mixing things up with different themes, events, and appeals. This keeps donors interested and prevents them from getting bored or feeling overwhelmed.

Cross-promotion is another important tactic. This means promoting different events and appealing to different groups of people. It helps spread the word and gets more people talking about the charity's work.

A year-long cultivation strategy is also key. You need to consistently communicate and engage with supporters throughout the year. This helps build strong relationships between the charity and its constituents.

Finally, it's important to set clear goals and measure progress. Check-in regularly to see how things are going too. This helps everyone involved understand what success looks like and work towards common goals.

If you’d like any support or advice do reach out.  

HOW TO: Recognise 9 Signs Your Non-Profit Organisation Needs to Hire an Interim Manager

There are nearly 166,000 nonprofits in the UK. Running a non-profit organisation presents a lot of challenges. From managing finances to donor relations, non-profit leaders have to juggle diverse responsibilities. What's more, they need to ensure their mission is fulfilled.

Despite dedicated leadership, there are moments when you may need additional support. This is where hiring an interim manager emerges as a strategic move. Below are signs that your non-profit organisation needs an interim manager.

1. You Have a Huge Leadership Vacancy

A leadership vacuum in your non-profit organisation poses a huge problem. This void may be due to sudden resignations or extended leaves of absence. When this occurs, it can disrupt daily operations and hinder effectiveness.

If you have a leadership vacancy, you should consider hiring interim management. This manager can step in promptly to fill the leadership gap. They offer the stability needed to maintain smooth operations.

While it's a temporary solution, it allows your organisation to function seamlessly. As a result, your non-profit can make a positive impact while transitioning leadership.

2. You Have Mounting Financial Challenges

Since they rely on funding from donors, non-profits often operate on tight budgets. As a result, they are usually vulnerable to financial challenges.

When financial challenges start to mount, hire an interim financial manager. Ensure the manager has a robust financial background to conduct a thorough assessment. They will also initiate necessary measures to cut costs for your non-profit.

Additionally, an interim manager will develop a long-term financial strategy for your organisation. This will help address any financial challenges you're facing. With financial stability, you can protect your organisation's ability to fulfil its mission.

3. Your Strategic Planning Stagnates

Effective strategic planning is essential for long-term non-profit success. If your non-profit organisation leadership is struggling with strategies, get an interim manager.

Interim managers with experience in non-profit roles bring fresh insights. They can assess existing strategies and identify areas for improvement.

After evaluation, they will help create a comprehensive roadmap. With their experience, they'll ensure the strategies are effectively executed. Through strategic planning support, they contribute to the achievement of your organisational goals.

4. You Are Facing Board and Staff Misalignment

Successful non-profit organisations thrive when there is harmony among board members and staff. However, signs of discord, communication breakdown, and conflicting visions can hinder your growth.

If you notice these issues in your organisation, consider hiring an interim manager. Acting as a mediator, the interim manager can help solve these conflicts. This helps create a collaborative and unified work environment.

When they address breakdowns in communication, it can help enhance team dynamics. Interim managers work to align the vision and goals of board members and staff. Once all stakeholders are on the same page, they can work towards shared objectives.

5. You Are Experiencing a Mission Drift

Non-profits exist for a specific mission, and any deviation can be problematic. You may be experiencing a drift if activities no longer align with your original purpose.

This shift can confuse staff, donors, and volunteers. What's more, mission drift can dilute your impact and lead to a loss of organisational identity.

If you're facing mission drift, try hiring an interim manager. They can help realign your team's efforts with the core mission. With their intervention, they can restore clarity on the mission.

The interim manager's expertise ensures a renewed focus on the organisation's values.

6. You Are Facing Programmatic Inefficiencies

Non-profit organisations often run various programmes to achieve their goals. However, inefficiencies in programme implementation and declining impact can hinder success. What's more, the inability to measure outcomes can be detrimental.

Luckily, you can solve your programmatic inefficiencies by hiring an interim manager. These managers bring expertise in programme management to your organisation. They will evaluate existing programmes and implement measures to streamline your processes.

With streamlined processes, you can optimise resources and ensure a huge impact. The interim manager can introduce systems that improve performance measurement. These interventions will help contribute to the sustainability of your non-profit programmes.

7. You Are Experiencing a Strain in Donor Relations

Positive donor relationships are important for the sustainability of non-profit organisations. Strained donor relations may lead to disengagement. If your donors feel disconnected, it can erode trust. This can impact future funding, affecting the financial stability of your non-profit.

If you're facing strained donor relations, an interim manager may be beneficial. Interim managers skilled in donor relations can come in handy.

They can create strategic initiatives to enhance donor engagement. This can make your donors feel more connected to the organisation's mission. Once trust is rebuilt with donors, it can lead to positive relationships.

8. You Have Compliance Concerns

When running a non-profit, you need to adhere to regulations and compliance standards. Non-compliance may result in legal problems, affecting your organisation's reputation. It can also jeopardise funding sources as donors may question your integrity.

Hiring an interim manager can help you avoid non-compliance. Interim managers bring specialised knowledge to navigate non-profit regulations. They will help you navigate the complexities of regulations.

A qualified interim manager will help you improve your reporting and documentation processes. This will help ensure legal compliance so your organisation maintains its good reputation.

9. Your Team is Experiencing Burnout and Low Morale

Non-profit work is fulfilling. However, it can also be emotionally taxing. If your team is showing signs of reduced productivity, try hiring a temporary manager.

The interim manager assesses the organisational culture to identify areas leading to burnout. They offer the necessary support to address emotional exhaustion. This can help boost team morale and productivity.

Work With a Reputable Interim Manager

Running a non-profit organisation requires strategic decision-making and adaptability. Recognising the signs that show you need an interim manager is important. It can help guarantee your ongoing success.

Looking for the best interim manager for your non-profit? Look no further than the AAW People Unit. We have seasoned professionals with extensive experience in non-profit leadership.

Feel free to get in touch with us today to find the right interim management for your non-profit.

The Practicalities of AI

Deniz Hassan

11th December

Over the summer I embarked on a mini European speaking tour on how frontline fundraisers can use AI right now to make their jobs more effective. I'm lucky enough to look across the full fundraising ecosystem - from strategy to tech to tactics - and I've found uses across the lot. To put it into context, I’m a digital fundraising expert who uses AI frequently and having spent a lot of time thinking and testing, here are a bunch of things I've learned using it:

• It's a baby. A very clever baby but at the start of its useful life nonetheless. It gets stuff right but also gets a lot of other stuff wrong. So we can't just expect perfect outcomes.

• It tends to get stuff very wrong because we haven't fed it correctly. In much the same way as people, you get out what you put in. If we're poor with how we communicate with it, the margin for error is pretty big. We make basic assumptions with a lot of the stuff we do - and with AI, this can lead to the weird and the wonderful (/bloody awful).

• Both us and the AI need to learn together so we're not always starting from scratch. If, while you're working on something you make a mistake and clock that there's a better way to work, note it down for next time. Don't expect it to remember what you did and nail the same task in the same way each time. On a number of occasions, I worked with Chat GPT to undertake repetitive tasks and I found I could get the same outcome 9 out of 10 times and then the 10th would be massively different. So now I'm microscopically specific each time and repeat myself.

• I’ve used it extensively for heavy data analysis and found that I need to work in a lot of quality assurance. One of the tactics I've developed is asking it for granular steps so I can compare against my own workings. Only once I've done enough spot checks do I trust it to do an entire job. People asked 'what's the point if you still have to work hard?' to which I respond that, even if in the first instance it only saves me 5% of time, then I know that next time it will be more because I've learned how to drive it better. And of course, 5% is still 5%.

• It's an excellent troubleshooter. I use a number of enterprise level platforms to build anything from data visualisations, CRM configurations and automations. Often, it won't take the job off my hands but it will be able to look at my work and help me get round obstacles I might otherwise get stuck on.

• It's not a fundraiser but it can be taught fundraising (scarily better than many fundraisers I've met!). It doesn't get big strategic things like how you could create a diverse, balanced portfolio 'out of the box'. But I found that, given the right level of love, it will help with strategic planning and modelling.

These are just a few thoughts and I’d love to hear what you think. And of course, if anyone wants to discuss how we can help you leverage AI in your fundraising programmes, give me a shout. You can contact me at deniz@aawpartnership.com.

Seeing Things A New

Imogen Ward

4th December 2023

I’ve recently returned from Australia, where AAW have been working with the University of Sydney (USYD).

USYD have some big plans and ideas for overall income generation, and they’ve sought our support with planning for their new comprehensive campaign following on from their hugely successful first campaign called INSPIRED which raised a stunning AU$1billion.

We were out in Australia primarily to help with the engagement phase. Engaging not just USYD’s internal key stakeholders such as the Vice Chancellor, Provost, Deans, Faculty Leads and other leadership, but also to bring the donor into the conversation at this crucial stage.

Australian philanthropy is pretty well advanced, particularly in the Higher Education space where it is raising a lot more than all UK counterparts other than Oxbridge. And it's catching up with those two lovable rascals fast. Very fast.

Okay… so we are talking big figures here and very, very significant gifts. Gulp! It was an enormous privilege for us to have that unique access to thoughts and insights first-hand from such major philanthropists.

Even now – nearly 30 years after I started my career in Fundraising – I find that I am constantly learning stuff.  And that’s what keeps me fascinated and excited by philanthropy, particularly when you get insight from different countries and cultures.

So, what did I learn? Loads! But these five (maybe six) things keep swimming around my mind at the moment. Examples below or learnings aren’t related to just USYD or higher education institutions by the way. The below is what I have taken from the highly unique opportunity that I have had to speak with philanthropists within the setting of planning and wider internal engagement.     

1. It really is about big impact for donors at this level and for them it’s about finding the best partners to do this with. Track record, scale, financial leverage are important but ultimately its whether they feel they can truly work with you productively.   Charities and NFPs need to be confident that they can truly make this impact and have a clear idea about the road map. Clear, but not inflexible.  Most donors want the opportunity to co-create. Most do not want to control or micromanage, but they do want to feel like this is a partnership.

2. With that in mind, donors are acutely aware that NFPs can have a problem with joined up working or formal or informal partnerships with other comparative organisations working the same space. Mostly they find this odd. We really need to do something about this. Higher education institutions are far more advanced in this journey than say international aid and development for example.

3. Organisations need to be joined up internally which, surely, is a much, much easier thing to achieve then let’s say brokering external partnerships? Surely? But no. When problems happen down the line – and of course they will when you are trying to do stuff at scale – it’s often because internally things have become disjointed. And this is something that we see time and time again. Making sure that everyone is on the same page is not just a nice to have once implantation is in full force, it’s as crucial as securing the gift itself.

4. Sustainability. If the project has a long tail or significant ongoing costs for the foreseeable, how will this be sustained in 10, 20 or even 30 years’ time? This brings in of course the question of diversity of funding sources and financial stability… it’s something that some donors can be anxious about. ‘What happens when I stop funding it….” There needs to be a plan, even if it’s got a long lens.

5. The next generation. Particularly when dealing with family funds and offices, having an eye to the future is important. Don’t assume that the next generation will dig you or your cause and if I am honest, I think everyone needs to cool about this. Can you mitigate it? Probably not. But just be nice. Make sure that you engage as much as possible across all ages so that you can keep visibility and crucially relevance. And who knows? Maybe….

And a bonus number 6.

Sometimes, organisations are nervous about having donors involved in planning or opening up access to lots of different people and views. I get it. Us fundraisers want to steward relationships perfectly, but it can sometimes be this obsession with perfection, with stage managing things to a ridiculous degree that stunts the journey. Donors are just people, right?  They have often run huge businesses themselves. They had to deal with disputes and catastrophic issues. They know that life is complicated.

Of course, they want to be dealt with professionally and elegantly (and to point 2 – don’t be at war internally!)  but CRUCIALLY they want the relationship to be authentic. And sometimes Dear Fundraiser that can mean easing off on the control freakery and just letting them in more.  And taking that risk. The team at USYD taught me just that. 

It says a lot about my own levels of self-awareness that it took a trip to the other side of the world to really learn this.  But I get it now. I really do.

AAW HOW TO: Craft a Robust Charity Fundraising Strategy

Fundraising is an integral part of any non-profit organisation, and a successful, robust charity fundraising strategy requires meticulous planning. However, planning a fundraising strategy doesn't have to be overwhelming if you break it down into smaller, more manageable tasks and have a clear vision of what your strategy should include.

This article discusses several things (identifies several key points?) to consider, including using charity recruiters so that you can drive significant change and support your cause. Keep reading to get started.

Getting Started and Goal Setting

When starting the fundraising process, it's essential to look at where your not-for-profit is currently, what resources you have available, and what goals you want to achieve. This is also where you consider your organisation's story.

Identifying where your charity organisation currently stands includes reviewing your current strategy, your database and the performance of your existing fundraising activity, including fundraising events you've hosted. You must analyse how successful previous activity has been because this will help you identify areas that weren't successful, allowing you to make significant changes.

Now is the time to set goals for your charity organisation that can drive growth. These are also called SMART (Specific, Measurable, Achievable, Relevant, and Time-Based) goals. 

Performing a SWOT Analysis

A SWOT analysis is a framework for identifying and analysing an organisation's strengths, weaknesses, opportunities, and threats. It can benefit your fundraising strategy by helping you determine the factors that will help you raise money and those that could hinder your efforts. Let's take a look at each element in more detail to get a better understanding.

Strengths

Strengths are the positive aspects of your organisation that can help you to raise money. These could include your reputation, track record of success, or network of supporters.

Weaknesses

Weaknesses are the negative aspects of your organisation that could hinder your fundraising efforts. These could include a lack of funding, a small staff, or a lack of experience in fundraising.

Opportunities

Opportunities are the positive factors in your environment that could help you to raise money. These could include things like a new funding source, a change in public opinion, or a new event that you could hold to raise money.

Threats

Threats are the negative factors in your environment that could hinder your fundraising efforts. These could include a recession or a change in government policy.

Utilising Charity Recruiters

Before you begin anything, it's essential to make sure that you have the right resources internally to adopt this new strategy. If you're planning an expansion in activity, then you may well need to grow your team to match.

If you need help in recruiting then contact us at AAW Group today. We work with not-for-profits and charities of all sizes and are dedicated to achieving exceptional results.

Easy Donations

Regardless of which fundraiser campaign you choose, the next most important part of your charity fundraiser is how your supporters can make their donations, it's critical that you offer a variety of options from online payments (including regular giving), phone donations and cheques.

You also want to let your supporters know where their money is going. For instance, if you offer donation values in increments, let your donors know what their money is paying for. For example, an animal charity might have the following on their website's donation page:

• £10 feeds a puppy for a month

• £30 feeds an adult dog for a month

• £100 helps maintain our property

People are more likely to donate when they know what they're contributing towards. During a study at the University of Pennsylvania, when given the option of donating a set value or entering an amount of their choosing, almost 80% of participants chose the "set value" option.

Targeted Marketing

Now that you've fleshed out your charity organisation and fundraising strategy, it's time to focus on promoting it. With the proper promotion, your organisation will reach many people, resulting in more donations. Think about the following: 

• Create eye-catching and informative posts to grab attention

• Use solid and persuasive language to encourage donations

• Use relevant hashtags to help people find your fundraiser

• Run paid ads to reach a larger audience

• Collaborate with other organisations or influencers to promote your fundraiser

• Thank donors for their support

• Let donors know how their donation is making a difference

You want to promote your campaign from as many free social platforms as possible. Some platforms you can choose from are Facebook, X (formally Twitter), Instagram, GoFundMe, LinkedIn, and crowdfunding platforms.

Facebook

Facebook is an excellent platform for communicating with a large audience. Facebook ads are also a perfect way to reach a larger audience for a relatively small cost outlay.

X (formally Twitter)

X is an excellent platform for sharing real-time updates about your organisation. You can also use hashtags to help people find your campaign.

Instagram

Instagram is an excellent platform for sharing photos and videos. You can use Instagram stories to share updates and ask for donations.

LinkedIn

LinkedIn is perfect for reaching professionals interested in donating to your organisation. You can share updates on your LinkedIn profile and in groups related to your cause.

Crowdfunder and GoFundMe

These are crowdfunding platforms that allow you to raise money online. You can create a page on either platform and share it with friends, followers, and supporters.

How to Craft a Robust Charity Fundraising Strategy

Hopefully you can see that planning a fundraising strategy doesn't have to be overwhelming if you break it down into smaller, more manageable tasks. So long as you have the right team in place to support this strategy, a well-planned and executed fundraising strategy can be transformational for a not-for-profit organisation.

If you're missing some essential employees in your organisation, contacting AAW Group can help. Our charity recruiters team can help you recruit the right senior-level or trustee role to drive forward performance and reach your goals.

AAW HOW TO: Set Up a Charity

If you want to set up your own charitable organisation, then there are some steps you have to follow. This includes picking a name, registering it, and hiring employees like a Director of Fundraising or a CEO. 

Here are the steps on how to set up your charity in the UK. 

Choose Trustees

One of the first steps when organising a charity is to pick independent trustees. At the very least, you should have at least three trustees. Ideally, they will care about whatever cause your charity promotes and can help you to get your not-for-profit off the ground. Ideally these trustees will also be able to introduce you to helpful connections and possible donors. Your trustees may also include yourself or even a spouse.

Whoever starts up the charity doesn't need to live or work in the UK. They can reside anywhere in the world, but they must be at least 16 years old if the charity is registered as a limited company. 

A person cannot be a trustee or manager if they have unspent convictions, or has previously been removed from a similar position. They also cannot have been found in contempt of court in the past or a designated person under anti-terrorist legislation. 

Define Your Charitable Purpose

Next, you'll need to outline your charity's purpose. This purpose must exist for the public benefit and fall into some of the descriptions listed in the Charities Act 2011. 

Furthermore, your charitable purpose should outline your organisation's goal, its methodology, who will benefit and where the benefits will happen. 

For example, a soup kitchen's goal is to feed hungry people inside their building using donated foods that are prepared as meals. The people who benefit the most are those unable to feed themselves.

Pick a Charity Name

Another important area is your charity name. It's key to your branding strategy and can help you stand out from other charities.

Your official charity name should not match another charity or be similar to it. It must not include words you can't legally use, such as something offensive or that breaches intellectual property rules. Your name also can't be misleading. 

Before deciding on a name, make sure you check on the Charity Commission website to see if it’s already been taken. 

In addition to an official name, your charity can also have a working or alternative name. Most charities with longer names use abbreviations or acronyms. 

Select a Legal Structure

Charities in the UK must abide by a specific legal structure. The four main types include:

• Charitable company

• Charitable incorporated organisation (CIO)

• Charitable trust

• Unincorporated association

A charitable company is limited by guarantee instead of shares. It can enter into contracts and hold property but is responsible for its debts. 

CIOs are not companies and do not follow company regulations. These can employ staff and enter into commercial contracts. Trustees are protected from personal liability by the CIO's actions.

A charitable trust has an unincorporated structure where all trustees are personally responsible for what happens with the charity. This is best used by smaller groups that will not operate out of a commercial property. 

An unincorporated association is something even smaller and less organised, such as a community group that picks up rubbish in a park. These must register only if they have an annual income of over £5,000. 

Create a Governing Document

All charities must have a governing document for them to operate legally. This document should outline the organisation's purpose, how it is run, how to arrange meetings, and other similar information. 

The document is further influenced by your charity's legal structure. For example, a limited company's document is called the "Articles of Association". In contrast, a charitable trust creates a trust deed or will. 

Register Your Charity

The last step is to register your charity with the Charity Commission. This is required if your annual income exceeds £5,000 or you've set it up as a charitable incorporated organisation. 

Some of the information you'll need includes the name of your organisation, details of your trustees, proof of income, and bank account details. It takes 10 working days to assess your application. They should be able to approve your application within 30 working days. 

Put Together a Long-Term Plan

While this isn't a necessary step for creating a charity, it is essential if you want it to last long enough to make a difference.

Create short, medium, and long-term goals and detail how you plan to achieve them. This should include how you plan to generate income and allocate donations. 

Recruit reliable employees that you can trust and who believe in your mission. Some of the initial roles you need to fill will include a Director of Fundraising, Chief Financial Officer and a Chief Executive. 

While these roles seem very business-related, you'll need them if you hope to attract funding. 

Finally, seek external help whenever you need it. This could mean finding a lawyer or accountant who isn’t an employee, but can help advise.

Find Your Director of Fundraising and More

There are a lot of moving parts that go into creating your first charity. One of the most important is finding a Director of Fundraising who can generate an audience as well as a flow of donations. However, don't feel like you need to handle the search all by yourself.

AAW Group provides bespoke recruitment tailored just for your needs. We offer an executive search, shortlisting, and interim management for charities of all sizes, including brand new ones.  

Read more about our consultancy services online and contact us with any questions.

Helping Drive Growth in Asian Markets Case Study

WWF created the Asia Pacific Growth Strategy (APGS) in 2008 to support the growth of fundraising income in the Asia Pacific region.

A small team acts as the secretariat of the APGS, and supports the investment in growth opportunities, enables collaborative opportunities at a regional level, and provides capacity building opportunities for fundraisers across the WWF offices in 25 markets in Asia Pacific.

In 2020, APGS asked AAW to undertake a review of the growth potential in the region, particularly looking at key market potential, peer INGO performance analysis, and to provide in-depth assessment of some priority markets. The aim of this review was to evaluate where the INGO could raise more income through strategic investment.

Following a review of external market data, internal topline performance data and through the conducting a series of interviews with WWF Asia Pacific Marketing Directors and CEOs, AAW were able to make a series of recommendations and business cases to drive performance in the region and to present these to the CEOs at their strategic planning meeting. 

“When we decided to conduct a review of key Asian Pacific markets, I immediately thought of Tobin Aldrich at AAW. He is renowned both within the WWF network and more widely as being the go-to expert on creating plans to ensure significant strategic fundraising growth in an international context. It was great to work with Tobin again and the AAW Team. We were very pleased with the outcome of the study and report and would highly recommend Tobin and his global team to anyone seeking a similar review.”

Laura Weeks, Director, Asia Pacific Growth Strategy, WWF

To find out more about how we can support any plans you have for feasibility studies/market entry reviews, please contact imogen@aawpartnership.com.

AAW HOW TO: Identify the Right Skills to Recruit For in a Senior Leader

In the world of not-for-profit organisations, senior leaders are the driving force behind creating positive change and impacting countless lives. These individuals play a pivotal role in guiding their organisations toward a brighter future.

But what exactly makes an exceptional senior leader in this unique sector? To unravel this question, we'll explore the seven key executive leadership skills that distinguish the best from the rest.

Let's go through the top executive leadership skills you should be looking for when recruiting a new senior leader. 

1. Passion for the Cause

What sets apart this sector from others is that when recruiting for a senior leader, you’re likely to be looking for someone that is passionate about the mission of your organisation. This quality goes beyond a mere professional obligation. It represents an unwavering commitment and dedication to the organisation's mission and the cause it serves.

A leader with true passion for the cause is driven by a deep-seated belief in the organisation's goals and values, making them a steadfast advocate for change and social impact. A passionate leader has the power to ignite enthusiasm and dedication among the organisation's staff. Their infectious enthusiasm can create a ripple effect throughout the organisation.

That fosters a culture of commitment, collaboration, and genuine belief in the cause. This inspiration leads to higher engagement.

2. Vision and Strategic Thinking

A not-for-profit senior leader with a well-defined vision can provide the organisation with a clear sense of purpose and direction. Not-for-profit organisations often navigate complex and ever-evolving challenges, and a leader who is able to think strategically is able to line up its activities and initiatives with the overarching mission.. 

A senior leader who possesses strategic thinking skills excels in long-term planning, foreseeing potential obstacles and devising innovative solutions. They are generally not going to adopt short-term fixes. Rather, they craft well-thought-out strategies that can adapt to the changing landscape of the sector.

3. Collaboration and Relationship Building

Collaboration and relationship-building are indispensable executive leadership skills. The non-profit sector is often reliant on partnerships, donations, and the collective efforts of various stakeholders, making the ability to foster meaningful collaborations a crucial asset.

Collaboration can extend beyond the organisation itself. A leader skilled in these areas can establish partnerships with other entities, government agencies, and community organisations. These partnerships can result in shared resources, knowledge, and amplified efforts, ultimately increasing the organisation's reach and effectiveness in achieving its mission.

4. Risk Management

A senior leader with strong risk management skills is proactive in anticipating potential pitfalls. They can conduct thorough risk assessments to identify vulnerabilities within the organisation's operations, finances, and programs.

By understanding these weak spots, they can develop strategies to lessen the possible impact on the organisation's mission and sustainability.

Donor trust is another aspect where risk management plays a pivotal role. A leader adept in risk management can ensure that the organisation holds up to legal and ethical standards, which reduces the risk of reputational damage. This trust is essential to maintain donor support and credibility.

Effective risk management goes hand in hand with finance management. Not-for-profits rely on good resource allocation, and a leader skilled in risk management can make informed decisions about how to use limited resources efficiently. This includes assessing financial risks and making data-driven decisions that protect the organisation's financial health.

5. Empathy

In the not-for-profit sector, the focus is on serving and uplifting communities and individuals in need. A leader with high levels of empathy has the capacity to truly understand, connect with, and support the beneficiaries of the organisation's mission. That helps create a culture of compassion and understanding within the organisation.

One of the most compelling aspects of empathy is the ability to put oneself in the shoes of others, especially those facing challenges or hardships. A senior leader who excels in empathy can deeply comprehend the experiences, needs, and concerns of the communities and individuals they serve.

This understanding drives the leader to make decisions that prioritise the well-being and dignity of these groups, ensuring that the organisation's actions align with its mission.

Empathy is integral to program development and service delivery. A leader who understands the emotional and practical needs of beneficiaries can design programs and services that suit the real issues at hand. That leads to a bigger impact.

6. Resilience

Leaders often confront complex social challenges. They may have to navigate obstacles that can be emotionally taxing and overwhelming.

A resilient leader possesses the mental and emotional fortitude to persevere in the face of adversity and inspire the same resilience in their team. One of the defining qualities of a resilient leader is the ability to stay committed to the organisation's mission in the midst of setbacks and challenges.

Whether it's facing funding cuts, unforeseen crises, or slow progress, a leader with resilience remains steadfast in their dedication to the cause. They're continuously rallying the organisation and its stakeholders to keep moving forward.

7. Integrity

You should be looking for integrity when you're choosing a senior leader. A not-for-profit leader's unwavering commitment to ethical behaviour, transparency, and honesty is essential for maintaining the organisation's reputation and credibility.

One of the most compelling aspects of integrity is its role in building trust among stakeholders. Donors, beneficiaries, partners, and the community rely on the organisation to do what is right and ethical.

A leader with integrity consistently upholds high ethical standards. This helps to ensure that the organisation's actions align with its mission and values. It fosters a culture of trust that is critical for fundraising, collaboration, and long-term support.

Look for These Executive Leadership Skills Today

Clearly, there are a lot of executive leadership skills you should be considering when looking to recruit a new senior leader. Finding someone that ticks all the boxes, and has the relevant experience, can be a real challenge. If you’re in need of some support with your recruitment,  AAW Group can help.

We have years of experience recruiting non-profit executives, senior leaders and interims in the UK. Get in touch with us today to find out more. 

AAW HOW TO: Find the Right Non-Profit Talent With Charity Recruiters.

Are you tasked with finding employees for your non-profit organisation? The charity recruitment crisis in the UK is taking its toll, but you don't have to go at it alone.

Charity recruiters can help you find candidates who are passionate about your cause and possess the necessary skills to help your organisation grow. However, if you've never worked with charity recruiters, understanding what they can do for your organisation is key to getting the most out of their expertise and services.

Follow along as we dive into five reasons you should consider partnering with charity recruiters for your next hire. From their extensive non-profit network to their experience in identifying the right cultural fit, charity recruiters may just be the key to unlocking your organisation's full potential.

What Are Charity Recruiters?

Charity recruiters are professionals specialising in finding the right not-for-profit talent for your organisation. They help streamline the recruitment process and identify top candidates. They know how to find charity employees with relevant experience, skills, and values that align with your non-profit's mission.

In AAW’s case, we focus on interim placements and executive search - helping senior charity professionals seeking that special new role.

At the end of the day, charity recruiters are committed to ensuring non-profits find the right people to help them achieve their mission. Their goal (ours is, at least) is to help you build a stronger workforce.

Benefits of Working with Charity Recruiters

There are plenty of reasons why working with recruiters can be immensely beneficial for most organisations. But for non-profits in particular, the advantages are significant.

From cost savings to reaching unique candidates outside your regular network, here are the five biggest reasons why you should be working with charity recruiters.

Save Time and Resources

Recruiting talent is no small feat, especially in non-profits where resources are often scarce. By working with a recruiter, you can avoid the tedious process of sifting through hundreds of resumes and conducting numerous interviews to find the right candidate.

Professional recruiters have the expertise and tools to find the best fit for your organisation quickly and efficiently, reducing the time it takes to hire someone.

Additionally, by outsourcing recruitment, your in-house team can focus on other important work, ensuring your non-profit remains on track to achieving its objectives.

Specialised Expertise

One of the major benefits of working with charity recruiters is their specialised non-profit expertise. These recruiters understand the unique requirements and challenges of recruiting for not-for-profit organisations and have a deep knowledge of the sector. They can provide valuable insight into:

• Current trends

• Market conditions

• Candidate expectations

Access Larger Pool of Candidates

Working with charity recruiters have a vast network of contacts in the industry, making it easier to identify suitable candidates for your non-profit organisation. They are constantly speaking with industry experts and other organisations. They have their fingers on the pulse of what's happening with non-profit talent.

Most of the time, they have access to a larger pool of top-tier talent who may not be actively seeking employment, too. This allows you to tap into charity employees who might be perfect for the position but wouldn't have otherwise thought to look or apply for it.

Ultimately, charity recruiters' expertise and recruitment tools allow them to find talent from all corners of the country (or even the globe), not just within your local area. This means you can find the right people for the job, regardless of their location.

Better Culture and Value Alignment

One of the biggest challenges of not-for-profit staffing is finding candidates who align with the organisation's values and culture. This is where charity recruiters can be a game-changer.

They have specialist knowledge of the non-profit sector and the nuances of different roles. This allows them to source and attract candidates who not only have the necessary skills but also share the same values as your organisation.

Is this that important? Absolutely.

A strong alignment of culture and values between your non-profit and your employees will lead to a more positive and engaged workforce. This results in higher job satisfaction and ultimately leads to better outcomes for your non-profit.

Ensure Compliance

Ensuring compliance is a crucial aspect of running any not-for-profit or charity organisation. Unfortunately, staying on top of compliance requirements can be challenging with ever-changing laws and regulations. However, when you work with charity recruiters, they can help ensure your recruitment process complies with all relevant laws and regulations.

Not only that, but most charity recruiters can help you develop and implement recruitment policies and procedures that comply with current legislation, ensuring you don't fall foul of the rules.

The bottom line? By working with charity recruiters, you can rest assured that your recruitment campaign is compliant and meets all legal requirements. This way, you can avoid legal issues and focus on your core mission of making a difference.

What to Expect

When working with charity recruiters, you can expect a service tailored to your organisation's specific needs.

At least, that's how it works at AAW Group. From the outset, you'll be assigned a dedicated team to work with you to understand your requirements and create a bespoke recruitment strategy.

With years of experience in the non-profit sector, you can trust us to know where to find the right talent for your organisation. Expect a human-centric approach to the recruitment process, underpinned by advanced screening technology and a deep understanding of the sector.

Above all, expect to work with a team passionate about helping your organisation achieve its mission. Find out more and get in touch with us here. 

AAW HOW TO: Recruit a Charity Leader

Globally, not-for-profit organisations are facing unprecedented challenges. This is particularly the case when it comes to recruitment - many charities are reporting that they are struggling to recruit and retain great team members, which is also having an affect on their ability to raise revenue, develop strategy, and lead teams.

Whether you need a new Director of Fundraising, a new senior manager or an interim solution quickly, we can help with a service that suits your needs. As a specialist consultancy and executive search agency working only with the charity sector, we’ve known for a while that the market for job-hunters has transformed, and we can help you to navigate this to find the perfect leader for your organisation. 

What Is a Not-For-Profit Manager?

Senior management at not-for-profit organisations encompasses dozens of possible job titles, including: 

• CEO, COO, or CFO

• Executive Director

• Advocacy Director

• Director of Philanthropy

• Development Director

• Project Coordinator

• Vice President of Communications

• Communications Manager

• Fundraising Director 

• Director of External Relations 

• Director of Income Generation 

• Head of Individual Giving 

• Director of Fundraising and Comms 

• Director of HR 

• Chief Financial Officer 

• Director of Finance 

This is only a small sample of the types of not-for-profit management roles out there!

Since we were set up in 2016 our AAW People Unit has been the go-to for CEOs and Boards wanting great Directors and senior professionals seeking that special, new role. Over recent years we’ve also become the agency of choice for interims, and we now have an additional service option to help you recruit Senior Managers and Heads of functions.

Demand and Projected Growth

The voluntary sector has a workforce which is almost a million strong and has grown by more than a quarter (27%) in the past decade. This growth has brought increasing demand for skilled recruits over this time period, particularly in administrative and leadership roles. 

Not only has the growth of the sector led to an increasing number of voluntary organisations seeking workers, but increasing turnover in staff members has also led to organisations recruiting more roles. The pandemic in particular brought real change to the sector and we saw a significant number of experienced professionals leaving the sector, particularly among charities that were temporarily closed or not operational. 

In recent years this trend has further been exacerbated by charities struggling to raise salaries in line with inflation, and this, coupled with the UK’s cost of living crisis, has led to employees seeking better paid work in the private sector. 

How Can a Senior Manager Help Your Not-for-Profit?

Now that you understand more about not-for-profit management roles, you may be wondering how one of these leadership professionals can help your organisation thrive.

The exact responsibilities of a senior leader at a charity will depend on their unique position. However, some of the top management responsibilities these professionals have are:

• Seeking financing

• Overseeing projects

• Managing staff

• Coordinating volunteers

• Supervising branch charities

• Shaping the organisation's overall strategy

Hiring a not-for-profit manager can streamline your organisation’s operations. But how do you find one of these professionals when the market for charity workers is so competitive? That's where AAW Group can help.

What Kind of Experience Are You Looking for?

Many senior leaders in the not-for-profit sector will work their way up through organisations that they are passionate about, but some may cut their teeth on jobs outside the sector before making a move into the sector later in their career. 

Most not-for-profit manager applicants will have at least five years of relevant experience, and alongside this, it’s likely that they will also have at least one to three years of management experience working for private or non-for-profit companies.

How Can AAW Help You?

AAW Group is the UK's premier charity recruitment and fundraising consultancy. Unlike other recruiting firms, we don't work with entry-level applicants. Instead, we specialise in staffing for senior-level roles.

Here are the three recruiting services we offer charities like yours.

Executive Search

Are you looking for a not-for-profit CEO or professional for a director-level or trustee role? If so, AAW has you covered with our executive search service. We can help you locate and interview the top talent the UK has to offer.

Applicant Shortlisting

Some not-for-profits want to handle the majority of the hiring process themselves. But if you need assistance coming up with a list of prospective candidates, AAW's shortlisting service is for you.

Interim Management

AAW is here for you if you need to hire a leader for your organisation fast. In only 48 hours, we can come up with a list of candidates. Then, we will help you with contracting to get the talent you need faster than ever before.

Are you looking to fill not-for-profit management jobs in the UK? AAW Group is ready to assist. Learn more about our charity recruitment services and find the right fit for your organisation's needs.

AAW HOW TO: Set and Achieve Your Fundraising Goals.

At the heart of any successful charity lies a solid foundation of clearly defined fundraising goals. These targets generally exist as a framework enabling the organisation to grow income, and have a greater impact. These aren't just numbers on a chart; they are the key targets that allow these organisations to serve, help, and change the world.

Let's dive into the world of not-for-profit fundraising and uncover the secrets to achieving those vital fundraising goals that can set your mission in motion.

Setting Clear Fundraising Goals

Having a clear fundraising goal isn't just about reaching a financial target. It's about giving your team motivation, direction, and a sense of purpose. A well-defined goal can serve as the North Star, guiding your organisation towards its mission.

Start by assessing past performances. Dive deep into your previous fundraising campaigns. Reflect on what strategies worked and where there were gaps. Understanding your history is the first step towards crafting a brighter future.

Next, pinpoint exactly what your needs are. How much funding will your projects require? Have you accounted for salaries, operational costs, and unexpected expenses?

And remember, specificity is key. Instead of setting a vague goal like "We need more funds," aim for something concrete, such as "We aim to raise £50,000 for a specific programme or function by December." This clarity can really help your team rally behind a cause. 

Knowing Your Donors: More than Just Names

Donors are not just sources of funds; they are individuals or entities with beliefs, passions, and reasons for giving. When you begin to see donors as partners in your mission rather than just benefactors, it changes the game. Engaging with them becomes a two-way street.

To truly connect with your donors, it's crucial to delve into their motivations.

Why did they choose to support your cause? Is it a personal connection or a general passion for the cause? By grasping these motivations, you can communicate in ways that resonate and inspire continued support.

Moreover, it's essential to foster these relationships. Regular updates, stories of impact, and simple 'thank you' notes can make donors feel valued and connected. And when donors feel like they're genuinely part of the journey, they're more likely to stick around for the long haul.

Narrate a Story

At its core, every not-for-profit is driven by a mission. Be it saving endangered animals, educating children, or supporting local arts. Begin your campaign by sharing the 'why' behind your cause. This doesn't mean drowning donors in statistics (though a few compelling ones can help), instead, tell the tale of a single individual or community your not-for-profit has impacted. Personal stories resonate deeply and can motivate donors to be part of the narrative.

Emphasise Impact

Donors want to know that their contributions make a difference. Be transparent about where funds will go and how they will be used. For instance, instead of saying "your donation helps us," you might say "your £50 will provide school supplies for a child for an entire year."

Lastly, always have a clear call-to-action. Whether it's donating, sharing your campaign, or attending an event, guide your audience on the next steps they can take to support the cause.

Top Fundraising Strategies for Success

In the diverse landscape of not-for-profit fundraising, there isn't a one-size-fits-all solution. Just like a toolkit has a variety of tools for different tasks, your fundraising approach should be multifaceted.

Here are some proven strategies that can propel you closer to your fundraising goals:

Events That Engage

From local community garage sales to glamorous galas, events offer a platform not just to raise funds but also to deepen relationships with your supporters.

They provide an opportunity for donors to engage with your mission firsthand, be it through:

• Interactive sessions

• Testimonials

• Showcasing on-ground work

Harness the Power of Online Crowdfunding

In today's digital age, the internet has democratised fundraising. Platforms like GoFundMe, Kickstarter, and many others offer smaller organisations a stage to reach a global audience. By crafting a compelling campaign narrative and promoting it effectively, you can attract donations from all corners of the world.

Forge Partnerships

Collaborating with businesses or other organisations can amplify your fundraising reach. These partnerships can range from a local café donating a percentage of their profits for a month, to a corporation matching the donations their employees make to your cause.

Promote Regular Giving Programs

Consistent support through a regular giving programme can be a game-changer for organisations. Not only does this provide a steady stream of predictable funds, but it also helps donors feel continuously engaged with the cause they're supporting.

Feedback and Gratitude

Recognise and appreciate every contribution, no matter how small. Additionally, share success stories and updates, showcasing the tangible impact of their donations.

Unlocking the Future: Achieving Your Fundraising Goals

While setting fundraising goals might feel ambitious, with the right strategies, unwavering dedication, and a deep understanding of your donors, these goals are well within reach.

If you’re ready to achieve a step change in performance then partnering with AAW Group can provide you with a full cycle of strategic support, from insight to implementation. 

Covering fundraising, communications and digital strategy, as well as philanthropy feasibility and new market entry studies, we have brought our strategic approach to consulting projects with non-profits of all sizes, across multiple sectors, in over 50 countries. Together, we can turn your goals into remarkable realities. Reach out now and let's craft a brighter future!

New and Shiny Fundraising

2nd October by Tobin Aldrich

For as long as I've been in fundraising, charities have been looking for the next big thing that will transform their income generation fortunes. If anything, this seems to have got more and more attention over the years. Today, no self-respecting fundraising strategy is missing a major section on innovation and the majority of the bigger and many medium sized charities have innovation teams or departments all industriously searching for new products, services or approaches that will transform their performance.

One of the dangers of having done anything for a long time is that you get increasingly jaded and think you have seen everything before. Astonishingly, fundraising has changed quite a bit since I wrote my first appeal letter and there have been significant changes in approaches and technologies that have driven this change. Where would we be without face-to-face fundraising or digital acquisition for example?

But (and this is a big but), there have been a long list of things that have been tried and really haven't worked. Of course just because a particular cause unsuccessfully tried some approach in a specific channel many years ago doesn't mean that it will never work for anyone else but we do need at least to know what happened before and learn from it. What is an issue of execution or channel maturity perhaps and what is a more fundamental problem in the psychology of the approach.

The heavy investment by charities in innovation approaches in recent years does not seem to have actually produced all that much in terms of really new approaches that are making a significant different in the market. The approaches that have done are not really new at all. Face-to-face and digital have been around for over two decades now.  It’s hard to think of many really new approaches in the last two decades that have had been really significant in income terms.  There’s certainly technologies that have attracted lots of attention such as blockchain/crypto, NFTs, not to mention AI but little evidence any of this is revolutionising fundraising just now.

Of the initiatives that have come out of the big charity innovation teams that have gone into the market these seem to be mostly either pretty tactical, deployments of existing approaches in different channels or with creative spins, or seem to be things that are actually more in the field of social enterprise (stuff you can sell) than fundraising. There are enormous opportunities here of course but there’s a strong argument that charities are the wrong vehicle to deliver for profit activities. Unless there’s a particular reason why a charity has a competitive edge selling products (for example a charity shop which gets its stock donated), why wouldn’t a social entrepreneur use the flexibility of the market to raise capital for an idea and then if it works, donate the money they make? I can’t think of any big charity trustee board I have experienced that would be the right governance structure for a risky, entrepreneurial social business.

This isn’t an argument that charities should neglect innovation but it needs to be put in to context. The fundamentals of fundraising haven’t changed during my career and these had existed a long time before that.  The core of having a really strong and compelling case for support that is relevant for your audiences and being able to demonstrate the impact you are making remains unaltered. There’s no shortcut that allows you to avoid having that and no shiny new product will compensate for its absence. If you want to improve your fundraising, always, always sort out your core offer first.

The bar for a really new fundraising approach that no one has tried anywhere is a really high one. It is much more likely that successful innovation for your charity can be achieved by taking an approach that has worked somewhere else that is new for your audience.

Our top tips for innovating successfully in your fundraising programme are:

• Get the basics right first. Make sure you have really landed your case for support and core donor offer.

• Develop an innovation framework. The bulk of your investment should usually be in optimisation of your core programme. Only once you have maximised this should you be looking at introducing activities that are entirely new.

• Look at what others are doing. In particular look at outside your immediate sector at related areas. There’s much that mainstream charities can learn from Higher Education for instance and vice versa. Look for successful ideas that are readily transferable.

• Test cost-effectively. Take an MVP approach that allows you to take an idea to market as quickly and cheaply as you can.

• But test rigorously.  Ensure that tests are developed that are meaningful, results are measured consistently and learnings are captured.

The Way of Work - Insights From 2023 So Far…

As the go-to specialist recruitment agency working solely with the charity sector for executive and senior manager recruitment, as well as interim placements, the AAW Group’s People team has a finger on the pulse of what’s happening in the industry at any given time.

Ali Kurn, Managing Consultant of our Executive Search Agency, reflects on some recent research that AAW led that opens our eyes to some of the key motivators for candidates seeking a new role in 2023. 

As a specialist consultancy and executive search agency working with the charity sector, we’ve known for a while that the market for job-hunters has transformed. A rise in flexible working, changing practices around recruitment, and new technologies have altered the way we work, and the process of landing that dream job. 

We wanted to find out more, and to further help those navigating the process of finding a new role, so with the help of our friends at SOFII we extended an invitation offering career coaching calls to the first 50 people to contact us. We were blown away by the immediate response - we heard from 67 of you seeking a coaching call with one of our experts.

This incredible response has afforded us at AAW a unique opportunity to delve into the world of charity recruitment from the perspective of those looking for their next role. We asked respondents to fill in a questionnaire to find out more about their main motivators for finding a new job, and just what’s important to them. Getting the chance to talk to so many candidates has revealed some fascinating insights about just how much has changed in the job hunters’ landscape, so read on for our findings. 

96% of those we spoke to work in Fundraising, the remaining few were either in senior leadership roles, or studying. 85% had been in their current role for more than 12 months. Most were a Manager level or above and 58% of those surveyed were applying for a Head of Function or Director level role for their next career move. 

A Hybrid Approach to Work 

We asked respondents about their preference for hybrid/office/home-based work and found that hybrid working was most likely to be a main or strong motivator when looking for a new role. There were, of course, those for whom home-based work was the main motivator (16%) and those for whom having access to an office or hub was their main motivator (10%), but most people wanted the flexibility of both.

The Power of Flexibility

Flexibility was a key criteria for those we spoke to, with 40% of people saying it was their main motivator when looking for a new role, and a further 40% telling us that it was a strong motivator. Most people we spoke to weren’t looking for a job share, but were more interested in flexible working and/or compressed hours. 

It’s Not Just About the Money… But Remuneration matters more in 2023 than previous years

Whilst salary is not the main motivator for the majority of respondents, it did have a strong impact on decision-making for candidates. 

When we match this piece of research with our anecdotal experience with candidates, clearly remuneration has become more important in the last 12 months as the cost of living crisis impacts on us all. 

But it’s not THE most important. 

The cause, the potential for career progression, opportunities for hybrid working, and flexible hours were all more likely to be ranked as a main motivator than the salary of a potential role. 

The potential for career progression was clearly important, with 82% of those we spoke to telling us that this was either a main motivator or strong motivator when looking for their next role. Food for thought for organisations when recruiting…

Main Motivators for Candidates: 

Values Over Brands 

Those we spoke to were highly motivated by the cause of the organisation, with 90% telling us that the cause was either the main motivator or a strong motivator for their move. However, when we asked which causes most appealed, almost every single potential cause was listed! Health and disease, culture and education, environment, and children and young people came out top, but it was clear from our responses that potential candidates would consider a range of causes so long as it aligned with their values. 

At the other end of the scale, brand recognition of the not-for-profit was not a strong motivator for potential employees - those we spoke to were more interested in the ways of working and the values and cause of the organisation than its public profile.  

We also asked respondents whether it was important to them that the organisation had a strong commitment to Equality, Diversity and Inclusion in place, and 68% of those we spoke to said that it was a strong or main motivator. 

So, Where Do We Go From Here?

At AAW, we embarked on a journey to better understand the motivations and aspirations of job seekers within the charity sector. What we discovered shows an evolving landscape where job hunters are driven by more than just a paycheck, but that paycheck is still important. 

Those we spoke to value flexibility and opportunities for growth - they’re more likely to be motivated by the ways of working in an organisation than by its external profile. 

The cause is as important as ever and those working in the sector are still highly motivated by mission.  As we move forward, these findings offer valuable food for thought for our clients seeking to engage, attract, and retain top talent in an ever-evolving job market.

All of us at AAW are always happy to have a chat about your talent search and selection needs. 

Please find out more and get in touch here.

AAW HOW TO: Find a Charity CEO from Charity Recruiters

The cost of a bad hire is estimated to be at least 30% of the employee's salary.

Even as recruiters sift through countless stacks of CVs looking for the perfect hire, recruiting quality candidates is never easy. And charity recruitment isn't just about filling a vacancy; it's about finding a person who shares your organisation’s mission and values. 

It's not the sort of decision you can afford to get wrong.

Read on to learn what makes great leadership in charity, and how to find quality charity CEOs - straight from the mouth of charity recruiters.

The Charity CEO: Not Just Another Executive

Leadership in charity is a complex affair.

While it's common in for-profit companies for CEOs to take home hundreds of times the salary of regular employees, the thinking isn't the same with a charity. How charities spend their money is looked at with a far more critical eye than private companies - whether it's the public, the donors, or the politicians doing the scrutinising.

Yet there lies the problem: Attracting top talent demands top pay.

The charity CEO is no figurehead; they're the driving force behind its mission. The CEO sets the tone for the entire organisation, influencing everything from its culture to its strategy.

They must make crucial decisions that can make or break a charity.

In short: It's a role that blends passion with pragmatism and purpose. The CEO of a charity is a strategist, a relationship builder and a visionary, all in one.

As a strategist, the CEO shapes the charity's strategic direction. They charter a course through the changing landscapes of their sectors. They're the ones who steer the charity toward its desired goals.

As a relationship builder, the CEO cultivates fruitful relationships and networks with stakeholders, governing bodies, and politicians.

As a visionary, the CEO inspires and motivates the team, fostering a culture of passion and dedication, and ensuring that everyone is committed to the cause.

Defining the Perfect CEO Profile

What sets the perfect CEO of a charity apart from any "other" leadership role?

There's no simple answer to that question. Every charity has a different mission and culture, and the ideal CEO will vary from charity to charity.

But there are a handful of traits that are universally desirable: passion, strategic thinking, and communication. These three traits should be underpinned by a strong track record of leadership.

Why passion?

Passion will motivate them to make a real impact. This is what will drive them to face challenges head-on.

The CEO must be a strategic thinker because they need to be able to see the bigger picture. Charities often advocate for the underprivileged and for minorities without a voice. They may also find themselves in opposition to the status quo, governing bodies, or public opinion. So, the CEO must stay adaptable, able to pivot - and find new ways to achieve the charity's goals.

The CEO must be a strong communicator to articulate the charity's mission and vision and help them rally support. They must also be good listeners, able to understand the needs and perspectives of different stakeholders - which will often be at odds. 

Finally, the CEO must have a track record of leadership. They must have proven their ability to lead a team, manage resources, and deliver results.

Finding the Right CEO

The first rule of hiring top talent is that it doesn't happen overnight. A great CEO will have a significant impact - and so will a bad one (in all the wrong ways).

How do you proceed? Here's a breakdown:

• Start with a clear understanding of your needs

• Explore every avenue

• Network as much as possible

• Work with recruiters

• Look beyond the resume

• Take as much time as you need

Above and beyond the core traits we outlined above, you will need to define the key competencies of your ideal CEO - will they need to speak multiple languages? Will they require first-hand experience of another culture?

To cast the widest net, you should network, network, network. This includes reaching out to potential candidates who aren't actively job-seeking.

And as we'll discuss below, this is where charity recruiters come in.

Finally, never forget that it will take time to attract the perfect candidate for the role - but it's worth the investment.

How Charity Recruiters Navigate the Candidate Search

Finding a CEO who fits the profile to the letter isn't easy, but this is where recruiters can be helpful. 

As recruitment experts, charity recruiters know the sector well. They know what's demanded of charity leaders and they know how to find the right people.

Crucially, their wide-ranging networks give them access to candidates who aren't actively job hunting - because the best candidates are already working for the competition.

That's where the work truly starts: Finding ways to bring top talent over to your side. The job description and requirements are a mere roadmap that guides the process.

The final test is the interview - because in a charity, culture is everything.

The interview is about more than past experiences - instead, it's an opportunity to delve deep and discover where the candidate's values lie.

The Path To Excellent Leadership

Charity recruiters play an invaluable role in the process of filling executive roles in the not-for-profit sector. They bring expertise and objectivity - and a wide network of potential candidates.

And with the right CEO at the helm, your not-for-profit will make a meaningful impact.

The AAW Group is a global fundraising and recruitment practice that specialises in not-for-profits. Book a consultation here.