Working With Charity Recruitment Agencies – Streamlining the Process

You've decided to work with a charity recruitment agency, but how do you make the process easier? Here's a guide to working with charity recruitment agencies.

As we continue to explore the top trends in charity recruitment we hope you enjoy these pieces of wisdom from our search team! Do get in touch if you’d like to find out more.

50% of charities have job vacancies they are finding hard to fill. Are you in that 50% statistic? If so, consider hiring the expertise of a recruitment agency.

Doing so gives you the best chance of successfully securing talented staff to fill those vacancies and creating a streamlined recruitment process.

In this blog post, we'll discuss how to work with charity recruitment agencies to ensure the process goes smoothly.

We'll walk you through the steps to find the right agency. You'll learn how to use their services and set up a successful recruitment plan. With the right approach, your organisation can save time and money by outsourcing recruitment. 

Set Expectations and Objectives

The first step is setting expectations when working directly with a recruitment agency. That starts with writing some clear objectives.

Doing so will ensure the agency clearly understands your recruitment goals. This is the best way to get the best possible outcomes.

For these objectives, start by outlining your ideal outcome - one or two sentences should suffice. Make sure you include specifics like a budget, timescales, and any non-negotiables.

Introduce your charity or non-profit so the agency better understands what you are doing. This helps the agency tailor their services for a more streamlined recruitment experience and find the right candidates who are passionate about your mission. 

This information will help the agency to create an efficient and cost-effective hiring approach. It will also prompt the agency to ask pertinent questions if your expectations seem unclear or unachievable.

These objectives should also be practical reference points throughout the process. If personnel change later, everyone is still working towards those same goals.

Establish Clear Communication Channels

A communication plan is a valuable asset in your recruitment process, and you’ll need one in place when working with an agency. 

Setting up a communications plan at the outset when hiring has plenty of advantages:

• It helps charities to stay organised and strategic with their messages

• It helps set expectations and ensures that people from both teams know what's happening and when

• It's more efficient, as communication is kept in one place, and emails and important information won't go astray

A good communications plan is straightforward to put together; you just need to incorporate the following:  

• Contact points and roles

• Responsibilities and expectations

• Outline how often you need communication from the agency and in what format

Chat with the agency about your proposed communications plan. It's helpful for them to understand what you need and check that both sides are happy with the proposal.

If you want the agency to write job ads, you'll also need separate communication and brand guidelines that you can supply to the recruitment agency to ensure that your job ads align with your brand voice.

Have a Feedback Mechanism in Place

A feedback mechanism sounds daunting, but it’s just a matter of having a system in place to give regular constructive feedback on what's going well and what both parties need to improve. 

It’s a way of improving your working relationship with the recruitment agency. 

You'll need a feedback mechanism in place when you start working together, but don't overcomplicate it. A few words outlining how and when to give feedback is enough to get things started.

You might also want to include an escalation path so that you know how to resolve an issue quickly if things go wrong. 

So, what should this feedback cover? It can be anything related to how you and the agency work together. This might include feedback on the recruitment process, the quality of candidates, or communication channels. 

You may find an agency that already has a feedback mechanism in place. In this case, you just need to ensure you understand how that process works - ask questions if anything is unclear. 

Agree on Timescales

Using a recruitment agency to find the best candidates for a charity or non-profit is a great way to save time and money.

Setting timelines with a recruitment agency will help you streamline the process while still helping you connect with the best possible candidates.

You may well wish to set intermediary deadlines throughout the recruitment process. For example, you may want to set a deadline for when the agency submits initial candidate profiles for a job opening.

Then, you might lay out specific timescales for the interview process to help fit around your team's busy schedule. If you wish the agency to submit a final list of candidates, set a hard deadline then, too. 

These deadlines help ensure that you complete the recruitment process on time, which ultimately benefits your organisation. Recruitment takes time and effort; you want to see the benefits fast and fill those empty vacancies.

When setting deadlines, be realistic about dates. You want to allow the recruitment agency enough time to speak to potential candidates. Generous timescales will make you more likely to find the best person for the job. 

Set a Budget

You need to set a budget for your entire recruitment strategy which must include specific costs for any recruitment agency expenses. Doing this will ensure your charity recruitment remains cost-effective and it will help you keep track of expenses.

Beyond the costs of the recruitment agency, the budget should also cover advertising, branding, and other recruitment-related activities. That will ensure you know the overall costs of the entire process.

A reputable recruitment agency will always offer transparency with its pricing to make it easier for you to track and manage your budget. So, if you aren't sure about pricing, ask the agency directly. 

Recruitment is vital to growing and managing a charity, but it must still offer value for money. A budget is the easiest way to ensure that happens. 

Create an Inclusion and Diversity Policy

A written inclusion and diversity policy is valuable when working with a recruitment agency to help you adhere to best practices and hire the most qualified and diverse candidates.

A policy will offer clear guidance on the hiring process. It should start with a summary of the charity, the mission and values, and a statement on how your hiring process is fair, transparent, and objective.

The policy is a commitment to hiring a candidate irrespective of age, sex, disability, ethnicity, or any other protected characteristic.

This policy will help the agency align with your values and priorities, and it will help to set expectations with the recruitment agency.

A diversity strategy is also a great statement to show to prospective employees - it will highlight your positive working culture. Potential candidates will know you are a place that treats people fairly and equally.

You may also want to include other statements in the policy, such as accommodating staff with additional needs (for example, accessibility requirements). 

Agree on an Advertising Strategy

When hiring a recruitment agency, we’d recommend agreeing on an advertising strategy as a thoughtful job ad is the best way to help connect you with the most talented candidates. 

Creating a winning job ad is an art but a helpful trick to master. It makes sense to tap into the expertise of a recruitment agency and discuss this upfront before you begin your recruitment drive.

At a minimum, the job ad should clearly describe the job's roles and responsibilities. It must talk about your charity, including your mission, values, and goals.

You must get advice from your recruitment agency about advertising the salary. Finding the perfect compensation package is crucial when aiming to attract top candidates. 

Don't forget to include all the exciting extras that will make the job more appealing. That might be benefits, bonuses, travel, or some personally rewarding activity they'll do as part of the job.

You'll also need to list the skills and qualifications you want, and here, it pays to be specific. The agency will be able to guide you on that. 

When considering the platforms to advertise on, you should consider social media, job boards, and online professional networks.

LinkedIn is an excellent platform for reaching out to experienced professionals, while Twitter and Instagram can effectively target younger candidates.

Furthermore, you might want to speak to your agency about whether any other avenues might be appropriate i.e. local universities or job centres.

Always discuss with your recruitment agency where to advertise on and offline.

As an example, our brilliant team of search specialists at AAW Group know exactly the right platforms for different roles and organisations and would be able to guide you in the right direction.

Agree on Tech Platforms

Using recruitment technology platforms can be a great way to save time and resources. With these platforms, charities can easily find the most suitable candidates for their organisation.

Standard recruitment technology platforms include tracking systems for job postings, job applications, and job postings.

Additionally, recruitment agencies often offer a range of recruitment software solutions, such as automated resume screening, online candidate assessments, and automated background checks.

When considering which technology platform to use, charities should carefully weigh the pros and cons of each option.

You may wish to consider the following: 

• What’s the cost?

• How easy is it to use?

• Is the platform secure and compliant with data protection and employment laws?

• How well does the platform integrate with your existing systems and processes, i.e. payroll and onboarding?

• What’s the user experience for job seekers and recruiters?

Determine Your Priorities for Skills and Experience 

Work with the agency to decide what skills and experience to list with the job. When you do that, separate the nice-to-haves from the mandatory requirements and ensure that's clear in the ad. 

The agency can advise you about the skills and experience listed in similar jobs - which will help you find the most appropriate candidates.

We’d also recommend getting input from a recruitment agency to help streamline this process by creating a standardised job ad instead of writing each new job spec from scratch.

The agency can also help you write your job specs clearly and concisely. A well-written ad will help boost applicant numbers, plus, a good description will help job seekers understand if they have the right qualities before they apply. 

By working together, the charity and the recruitment agency can ensure that the job ad looks fantastic and accurately communicates the skills, experience, and qualifications necessary for the role. This will improve your chances of finding someone for the role quickly and efficiently.

Agree on Selection Criteria 

We’d also recommend talking to your recruitment agency about what selection criteria to use.

Selection criteria assess the applicants and decide who is best suited for the job. It is different from the skills and experience listed in a job ad because it includes the personal qualities and attributes of the applicant. 

It might include knowledge of the sector, interpersonal skills, and problem-solving skills. It should also have intangible qualities such as attitude and enthusiasm. 

Specialist charity recruitment agencies like AAW Group have a lot to offer charities with their selection criteria as they understand what makes a successful employee and they can help you identify the candidates with the most potential.

Our team specialises in the charity sector which means we can help you tailor the selection criteria to your specific needs as a charity. It means that we also really understand the role requirements and we can help you to determine successful applicants’ qualities and attributes, as well as their motivations for working for your organisation.

Lastly, the recruitment agency should also be involved in the assessment process. They can help ensure that the criteria are applied consistently and that the best candidates are identified.

Create a Fair and Transparent Process

Above all else, you want to show prospective employees and the wider world that your hiring process is fair and transparent. Involving a recruitment agency's expertise is a helpful way of developing a strategy fit for the modern world. 

Most importantly, they will create an organised and objective process. When candidates see consistency in a recruitment process, it goes a long way to demonstrate that it's a fair selection system. This will strengthen your organisation's reputation.

Some specific ways you can make a streamlined process fair and transparent include:

• A standardised system for getting references

• Having a feedback system for candidates who went through the hiring process

• Having a fast and open feedback system for unsuccessful candidates

• Creating and publishing a timeline for candidates

• Using fair assessment methods such as psychometric testing

• Having clear and public policies about your hiring and recruitment methods

This is where a recruitment agency can help. They will ensure all this happens correctly, accurately, and on time. Plus, they will manage records to ensure you have complete details of all candidates, whether successful or not.

This will help if someone applies for another job further down the line. It also helps those candidates looking for feedback.

Creating a fair and equitable hiring process with a balanced assessment has two significant benefits.

First, it makes you more likely to find the right person for the job. This means better staffing and improved retention rates.

And secondly, it gives your business a reputation as a sought-after, forward-thinking employer. Suitable candidates will want to apply for a job when the process is straightforward and transparent. 

Create a Post-Recruitment Review Process

You should speak to your recruitment agency about creating a streamlined and effective post-recruitment review process.

This process should include assessing the recruitment agency's performance and the candidate's experience and evaluating the charity's overall recruitment strategy.

The recruitment agency should give the charity a comprehensive report with metrics summarising the effectiveness of the recruitment process.

That should include details such as:

• Number of applicants

• The time taken to fill the role

• Number of interviews conducted

• Number of offers made

• Success rate of accepted job offers

Your recruitment agency should also be able to help you survey the candidates to find out about their experience. A questionnaire is an easy starting point and should include questions such as:

• How they felt about the recruitment process overall

• Their interactions with the charity

• Their interactions with the agency

• Their overall impression of the charity

 You can bring all this data together to help improve your recruitment strategy.

First, identify areas for improvement. Next, speak to the agency for ideas and suggestions - they may be able to spot weak areas and suggest some changes.

If the issue concerns the perception of the charity, talk to your recruitment agency as they should be able to advise you on how to better present yourself to potential candidates.

Don't Forget Your Existing Network

Recruiting the right talent is essential for a charity's success, so it's vital to tap into your existing network of contacts during your recruitment drive.

Using your existing contacts can help streamline the recruitment process and save time. Start by speaking to your direct connections, such as board members, volunteers, donors, and other stakeholders.

Ask them if they know of anyone interested in the role or if they can refer you to any potential candidates. You might find that your contacts may be able to give helpful insights and feedback about prospective candidates. 

Consider attending events related to your sector, such as conferences and seminars, to meet potential candidates. Networking events are another great way to reach new contacts and spread the word about your recruitment drive.

You can also use social media platforms to find and engage with potential candidates.

When using contacts, always work in tandem with your agency. That means directing potential candidates via the formal recruitment process. You can also see if the agency has relevant contacts as well to ensure you get a wide range of potential candidates.

Finally, don't forget to let your contacts know when the recruitment drive is over. This can help build relationships and foster goodwill for the future by avoiding disappointing any potential candidates.  

Creating a Streamlined and Productive Hiring Process

As you can see, working with charity recruitment agencies is an excellent choice for organisations looking to outsource their recruitment process. Hopefully, these tips will help to ensure your hiring is smooth and seamless. 

Recruitment agencies can be invaluable partners in the hiring process and none more so than a recruitment agency like AAW Group who are experts in the sector and really understand the type of candidate you need and their motivation for working for your organisation.

Why not head here to learn more about what we do and how we can help you?

Understanding the Benefits of Hiring an Interim Chief Financial Officer

As we continue to explore the top trends in charity recruitment, we hope you enjoy these pieces of wisdom from our search team! Do get in touch if you’d like to find out more.

The recruitment process can take a long time, so if you need an CFO asap, hiring an interim chief financial officer is a smart move. Check out this guide for charities.

Of course, you don't have time to wait for a permanent hire. You need someone who can step in quickly and get up-to-speed on your organisation's financials. Someone with the knowledge and experience you need.

Hiring an interim chief financial officer is a great solution that allows you to benefit from the expertise of a seasoned professional without having to go through a lengthy recruitment process.

Keep reading because this guide will provide you with all you need to know about hiring an interim chief financial officer.

What Is an Interim Chief Financial Officer (CFO)?

An interim chief financial officer (CFO) is an experienced professional who provides temporary financial leadership to a company or organisation. The CFO works hand-in-hand with the executive management team. They can:

• set financial goals and objectives

• provide guidance on budgeting and forecasting

• streamline all financial processes to maximise efficiency

• assist in developing strategic plans and reports

• analyse operational data

• manage cash flow

• implement new systems and controls

• any other financial-related tasks

Benefits of Hiring an Interim Chief Financial Officer

Now we have a better understanding of what a CFO does, let’s look at some benefits of hiring one for your charity.

Time Savings

The recruitment process for a top-notch CFO can take months. That's time you and your company may not have.

Fortunately, there is a quicker solution. An interim CFO can provide your team with immediate financial expertise.

With their wealth of experience, an interim chief financial officer can hit the ground running. This saves you time and money. It allows you to focus on what matters.

Cost Efficient

Not only is hiring an interim CFO a quick solution, but it can also be cost-efficient. You can hire them for a specific project or task. Then you only pay for the services provided during the agreed period.

This means you can reduce the overhead costs of hiring a full-time employee. This includes benefits and training expenses. With an interim CFO, you can rest easy knowing your financial needs are taken care of without breaking the bank.

Experienced Professionals

Interim Chief Financial Officers bring a wealth of experience and expertise to the table. They have honed this experience through years of working with a variety of organisations and financial models. This makes them valuable partners and a very worthwhile investment!

Bringing an Objective Perspective

When it comes to making important decisions for a charity, having an objective perspective can make all the difference. That's where an interim CFO comes in.

Full-time staff members may have emotional attachments to the organisation. An interim CFO can provide an unbiased view of top-level decision-making.

They’re able to offer a fresh perspective and bring new ideas to the table that may not have been considered before. This level of objectivity can help ensure that you’re making the best decisions for your charity.

Increased Accounting Efficiency

As your business grows, so does the complexity of its financial accounting needs. Increased accounting efficiency not only saves time and resources but also helps companies remain competitive. 

That's where an interim chief financial officer can step in. They bring their expertise to the table to identify inefficiencies. They can create new processes to streamline tasks.

Working alongside staff, they can eliminate manual tasks and duplicate data entry. They can also automate workflows where possible.

With improved accounting efficiency, you can focus on growing the core operations of your organisation as you know that your financials are in good hands.

Risk Management

Managing risk is crucial to maintaining the sustainability of any organisation. It is especially vital for charities. Fortunately, an interim CFO can be a valuable partner. They can help charities identify potential areas of financial risk and then implement strategies to reduce those risks.

With their expertise, an interim CFO can advise on best practices for protecting the assets of a charity from any possible fraud or mismanagement. By developing a strong risk management plan, charities can inspire confidence and maintain the trust of their stakeholders—vital for ensuring long-term success.

Improved Budgeting

Budgeting is key for any organisation, and for charities that rely heavily on their resources, it’s especially important. Improved budgeting can help organisations to achieve their objectives faster and more efficiently. 

An interim chief financial officer can play a vital role in promoting better budgeting practices as they have the experience to understand the intricacies of the budgeting process. By contributing to this process they can help charitable organisations to develop better spending plans, allowing them to allocate resources effectively and ultimately make more of an impact.

Improved Cash Flow Management

One of the best ways to improve cash flow is to seek the guidance of an experienced CFO, who through effective cash flow management can help you identify potential bottlenecks and inefficiencies in your cash flow system.

By optimising your cash flow, you can ensure that your organisation has enough resources to cover your expenses and invest in growth opportunities. This is without resorting to expensive loans or depleting your savings. With the right cash flow strategy in place, you can unlock new opportunities and achieve sustainable financial success.

Strategies for Growth

As businesses navigate the ever-changing market, they need to have a solid growth strategy in place. This is where an interim chief financial officer comes in handy. With their knowledge of financial management, they’re the perfect partner to help you chart a course towards sustainable growth.

By assessing the financial situation and identifying growth opportunities, a CFO can help businesses make informed decisions. They can implement effective strategies that lead to long-term success. So, if you want to take your organisation to the next level, consider working with an interim CFO to develop a solid growth plan.

Compliance With Regulations

Charities operate in a highly regulated space, supervised by the Charity Commission. They have strict and specific reporting requirements and can be put under intense public and media scrutiny.

Navigating this complex landscape is often overwhelming. Having a CFO who possesses extensive knowledge of the requirements and regulations in place is key.

Compliance with regulations can prevent the charity from facing the loss of reputation, legal penalties, fines, and even closure. Therefore, charities must take regulations seriously and employ individuals who have the necessary expertise to ensure adherence

Improved Collaboration With External Partners

In today’s interconnected world, collaboration is key. That's why many CFOs are now investing in technology platforms. These can strengthen their relationships with external partners such as:

• vendors

• banks

• other third-party partners

By sharing data, insights, and resources, interim CFOs can boost productivity and drive collaboration across their organisations. With improved communication and alignment, organisations can better navigate the intricate financial landscape. This can drive cost savings and allow the organisation to make more of an impact. Investing in improved collaboration with external partners is becoming essential for organisations.

Advice on Mergers

Mergers can be risky business, especially for charities. However, with the right guidance and support, they can also present exciting opportunities for growth and development. This is where a CFO comes in.

By working closely with your charity, an interim chief financial officer can provide valuable advice on the financial implications of a merger or acquisition. They can help you assess the risks and rewards and ensure that you make informed decisions. Decisions that are in the best interests of your organisation.

So, if you're considering a merger, don't go it alone. Enlist the expertise of an interim chief financial officer to give your charity the best possible chance of success.

Access to Expertise From Multiple Sectors

When it comes to making important decisions, having access to expertise from multiple sectors can be a game-changer. An interim chief financial officer, with their breadth of experience, can offer unique insight into different fields. They bring new perspectives to the table.

This can lead to more comprehensive decision-making processes and better outcomes overall. By tapping into their wealth of knowledge, an interim CFO can identify potential blind spots. They can provide innovative solutions to complex problems.

With access to expertise from multiple sectors, an experienced CFO can help organisations navigate the ever-changing landscape of business. This will help you stay ahead of the curve.

What Makes a Successful Interim CFO?

Now you know the benefits of hiring an interim finance director. It’s also important to understand what makes an interim chief financial officer successful in this role. Here are some qualities to look for:

Excellent Analytical Skills

A good CFO needs to be able to find solutions to problems and pay attention to the details. They will be presented with a great deal of data and will need to be able to analyse it effectively. 

They will also be presented with difficult financial issues in their role and they will need to be able to come up with solutions to make the organisation better.

Business Acumen

Having a business understanding is crucial for any successful CFO. In this role, it is essential to have a deep understanding of financial planning and strategy. It is necessary to be able to think critically about how different business decisions may impact the charity in the long term.

A good CFO will also know the rules and trends of the industry, so they can make sure the charity stays stable and still retains its mission.

In short, a successful interim CFO will have strong business acumen and wants to make a meaningful impact on their organisation's growth and success.

Leadership Ability

Having the ability to lead is what sets exceptional CFOs apart. A successful leader must possess a combination of cognitive and behavioural skills, and be able to inspire others to achieve a common goal. For an interim CFO, having leadership ability is essential to ensure that the team is performing at its best in a short time period. 

A good leader can make the team work well together. They will help everyone feel special and motivate them to do their best. Leaders can also help the team be more productive, efficient, and successful.

Adaptability

Adaptability is one of the most essential traits of an interim chief financial officer. The ability to adapt to the demands of the job and the environment is crucial, and it is what sets successful CFOs apart from the rest. The industry is dynamic and constantly changing, and regulations can change rapidly.

An interim CFO who can adapt and respond to these changes is far more likely to succeed. They will be able to think on their feet and come up with innovative solutions to problems. An interim CFO’s adaptability,  being nimble, flexible, and proactive, is a key driver of success in finance roles.

Technical Knowledge

In almost every job you need to know a lot about technology, but it’s crucial for those working in finance. Those in the finance department must be able to use many different types of software and tools, and it is key that CFOs understand technology, computers and tools that help with money.

Interim CFOs must be able to manipulate financial data, generate reports, and analyse trends, and a good interim CFO will continue to acquire and maintain technical knowledge that's evolving throughout their career to remain relevant in their field.

Communication Skills

Effective communication skills are crucial for any individual, but they play an even greater role in the world of finance and are an essential tool in any interim executive’s kit. A good CFO will be able to communicate complex financial concepts and reports using words people understand.

It is essential that charity board members and other team members who may not have a financial background can understand the information that is being conveyed. 

Problem-Solving Capability

Money people in an organisation need to be good at solving problems. They need to use their imagination and come up with ideas for how to fix any issues. That is important for keeping money safe and making more money.

An individual with this skill can identify potential problems before they escalate and develop a plan to address them. Whether streamlining financial processes or finding ways to cut costs without sacrificing quality, a person with problem-solving capability can help an organisation achieve its financial goals.

Ultimately, this skill is highly sought-after and valued by finance professionals in charities.

Result Oriented

Being results-oriented is a key characteristic of a successful interim CFO. This means that the interim CFO should focus on achieving measurable results and tangible outcomes.

To achieve this, the interim CFO should have a clear understanding of the organisation's strategic goals so that they can develop a financial strategy that aligns with those goals.

Clear financial targets should be set and action plans developed to achieve those targets. Progress towards financial targets should be monitored and measured, and teams held accountable for delivering on those targets.

The interim CFO should communicate financial results and progress towards targets to the executive team, the board of directors, and other stakeholders, and provide insights and recommendations based on those results.

By being results-oriented, the interim CFO can help to drive financial performance and achieve the company's strategic goals. This is crucial for ensuring that the finance function is contributing to the overall success of the organisation.

Working With an Interim Chief Financial Officer: What You Need to Know

When working with an interim chief financial officer, there are a few things you should keep in mind. They include:

Specify the Length of Time

When seeking an interim chief financial officer for your charity, it is important to provide clarity on the length of their tenure. Doing so not only sets expectations among your team but also helps manage your finances, knowing the cost of employing the CFO for the period of their employment.  

Whether you need the CFO for a few months or a year, being specific with the length of time will also ensure a smooth transition and successful partnership. It is worth noting that interim chief financial officers are often brought on board to fill gaps during times of change, crisis, or transition.

Therefore, having a clear timeline in place will empower your charity to flourish while also meeting its financial goals.

Set Clear Goals

Setting clear goals is important for achieving success. Whether it's for personal development or professional growth, having a clear vision of what you want to achieve helps you stay focused and motivated. The same goes for the interim CFO—to ensure they are successful, it's essential to give them a clear understanding of what's expected of them and the goals they need to work towards.

This will allow them to develop a plan of action and work towards measurable outcomes, increasing their effectiveness in their role. By setting clear goals, you can ensure that everyone is working towards the same vision, which is crucial for achieving success in any area of life.

Regular Communication

Keeping your CFO updated about any changes that happen in your organisation means that they can stay on top of their work.

When it comes to securing funding, it is important to stay active and make sure you have the most recent information. Talk with people often. Work together so everyone can reach the same goal.

So, make sure to check in with your interim finance director, and maintain a collaborative approach to ensure your organisation thrives.

Provide Resources

In order to make a charity successful, you need resources at your disposal. While passionate individuals working together are a great start, they require more than enthusiasm to succeed, they also need the right tools and resources.

This is true when it comes to working with interim CFOs, who require a certain level of support to carry out their work. This might mean providing access to financial tools or hiring additional staff members to help support their efforts.

By ensuring that your team has the resources they need to do their job, you’ll be setting them up for success.

Monitor Progress

Regularly checking in on progress is crucial for any job to be done, especially when it comes to assessing the performance of a CFO. That's why it's important to ask questions and measure progress to ensure the CFO is meeting their goals.

As the CFO executes their responsibilities, reviewing progress enables you to identify areas requiring improvement, adjust planning, and celebrate successes. With regular progress monitoring, you can remain up-to-date without becoming overwhelmed, and the CFO can acquire useful feedback to make their job even more powerful.

Hire an Interim CFO Today

Hopefully you can see that an interim chief financial officer can be a vital resource to help charities manage their finances. Interim CFOs have the knowledge and skills to manage financial operations and can help to creatively solve problems. In complex situations like mergers they're particularly invaluable.

If your organisation is looking for an interim chief financial officer, then why not contact the AAW Group? As a specialist executive search agency working directly with the charity sector, we’re always keen to help—get in touch today! 

Identifying and Keeping up With the Top Trends in Charity Recruitment

Will charities and not-for-profit organisations continue to encounter challenges with hiring people? Understanding the trends in charity recruitment can help.

This is the first in the AAW ‘How To’ series. Over the next few months, we explore many themes around recruitment. We hope that you enjoy these pieces of wisdom from our search team! Do get in touch if you’d like to find out more.

There is some good news if you're job hunting this year.

Recruitment and retention scored highly on a survey conducted recently amongst HR staff on their challenges and priorities. If you have the talent to offer, businesses will go out of their way to attract you. 

Charities across the UK are one such sector looking to stay ahead of the curve. They need top talent on their teams. To recruit the best, charities' recruitment strategies have evolved. 

Current recruitment practices might surprise you if you haven't searched for a job recently. Charities have adopted many new recruitment tactics. That includes cutting-edge tech, flexible working, and social media, to name a few. 

This blog post will look at some top trends in UK charity recruitment and what that means for job seekers. We'll share tips and advice on how to use the latest recruitment trends to your advantage. Read on to discover how to secure that dream job. 

A Demand for Digital Skills

The UK charity sector is seeing an increasing demand for digital and technical skills in jobs.

That reflects the growing importance of technology in helping charities reach wider audiences. It can increase their impact and reduce the time and resources needed to deliver services.

Examples of digital and technical skills most in demand for jobs in the charity sector include:

• Data analysis

• Web development

• Digital marketing

• Website management

• Customer relationship management

• Software engineering

Data analysis is an essential skill for any job in the charity sector, as it helps charities make informed decisions based on data and evidence.

Web development is also necessary, as it allows charities to create compelling websites and online services.

Digital marketing skills are essential for charities to reach wider audiences. Customer relationship management helps charities provide better customer support.

Finally, charities need software engineering to create custom systems to collect and manage data.

Even when applying for a non-technical job, always ensure you are up to scratch with the latest systems and applications. Show that you're willing to learn about new tools and software.

To win that dream job in the charity sector, you must always be willing to invest in improving your skills. That could mean an evening class, an online course, or professional qualifications.

But with some technical know-how, you'll stand out from the rest of the competition when submitting your CV.

More Flexible Working

We all know that flexibility helps employees to balance their commitments with their professional lives, and flexible working practices are a growing trend in the UK. The charity sector is part of that charge.

Whilst there is a growing expectation for more senior staff to return to the office full-time, UK charities recognise the need for a more flexible approach to work.

Adopting flexible working practises in the charity sector is a positive step forward - employees value their chance to achieve a work-life balance, for example, working around school hours. 

From an employer's perspective, flexible work can improve staff retention and productivity.

Make sure you look out for job postings that indicate they offer flexibility. 

Many job search platforms and recruiters will help you filter your search criteria. That way, you can concentrate on the charity sector jobs that match your personal and professional requirements.

An Increase in Remote Working

Remote work is a growing trend in the UK, accelerated by the pandemic and the associated lockdowns.

Before the pandemic, the UK charity sector had already introduced remote working practices. The pandemic pushed this trend further. More than ever, it's easy to find ads for charity sector jobs advertised as remote.

Remote working offers many benefits. It provides more flexibility and autonomy, reduced commuting, and for organisations, the potential to save money on office space.

It also allows employees to work from anywhere, which is especially valuable for charities. It means they can access a wider pool of talent and expertise.

Employees in the UK charity sector can expect to see more advertised job roles offering remote work.

To seek a job in the UK charity sector offering remote work, you should first speak to a recruitment team like ours to see what opportunities there are.

When applying for a job role offering remote working, make sure you tailor your CV and cover letter accordingly. 

Diversity and Inclusion

Diversity and inclusion are of critical importance in the UK charity sector.

Charities want their recruitment processes to be fair and transparent. That way, they will have teams of people with different backgrounds, perspectives, and experiences.

That brings added value to any business or charity. Diverse teams often lead to a more creative and productive working environment. It's also the right thing to do, meaning charities can access the broadest possible talent. 

When a charity commits to diversity and inclusion, it serves its broader purpose. It means they can understand what their community needs from their organisation. 

UK charities must focus on creating a safe and welcoming workplace for everyone. That starts with a fair recruitment process inclusive of race, sex, age, disability, or sexual orientation.

It's reassuring for candidates when they see an inclusive job ad. It means you know that the recruiter will judge you on your merits. 

It's easy to see why this makes the sector more attractive. Rewarding and fulfilling careers await in organisations where equality prevails, and your talent can thrive.

Technology

Recruiters in the UK charity sector increasingly rely on technology for recruitment. It helps recruiters streamline the hiring process and find the most qualified candidates.

Automation in recruitment and hiring includes things such as CV scanning tools to search for specific keywords.

If you're looking for a job, that's good news. It means a quicker turnaround between your application and finding out if you've reached the next stage. 

But this technology means job seekers have to make changes to adapt. For example, you must be mindful of how you write your CV and cover letter.

If there are specific requests in the job ad, ensure those keywords are in your application to ensure you pass that first round. Tailor your CV to the particular role for which you're applying. Don't use a generic one. 

Using technology in recruitment has created a more transparent system for recruiters and applicants. For example, an online application system might provide instant feedback if you don't get the job. 

As technology continues to increase and evolve, job seekers must be proactive in staying up-to-date with recruitment trends. Understanding the technology recruiters use will help you develop the best job application.

More Streamlined Recruitment Practises

In the past decade, the UK charity sector has seen a major shift in recruitment processes. Improved practises have made finding and hiring employees more streamlined.

The most notable development has been the shift to online recruitment platforms. These platforms help employers add postings quickly and reach more potential candidates. And for job seekers, it gives you a better choice of opportunities. 

Online applicant systems can manage and track the recruitment process more effectively. That includes onboarding (for example, getting you to sign an NDA or watch a safety video) once an employer hires you.

Nowadays, it's also more likely senior staff will be involved in the early recruitment process, too. That could mean informal Facetime calls with senior managers rather than waiting until later for a formal interview.

Using online assessments to check capabilities and knowledge also helps speed up recruitment. 

Overall, the UK charity sector has seen a significant shift in how it recruits employees. These advances have made the recruitment process quicker and more manageable. It makes it more likely you'll find the perfect job match - and quickly. 

Skills-Based Hiring

Skills-based hiring is a recruitment strategy focusing on a job candidate's skills and abilities instead of experience. In the UK charity sector, skills-based recruitment is an exciting trend.

That shift to skills emphasises the individual's capacity to learn and adapt rather than their experience.

Employers focus on finding candidates with potential who can apply their skill set to the demands of a job. It's perfect if you believe you have the aptitude to excel in a career but lack years of experience. 

With skills-based hiring, recruiters can find the best possible people. It helps to create a more diverse and inclusive workplace. That's because recruiters don't limit themselves to a smaller and more exclusive pool of experienced candidates.

Social Media

The UK charity sector is beginning to embrace social media as part of its recruitment drive.

Most people living in the UK now have access to social media platforms. So it has become an important and effective way to search, apply, and network for jobs in the sector.

Candidates can use social media to search for job opportunities. They can connect with potential employers, follow organisations and search for job news.

They can monitor their favourite charities and see when they're hiring. They can also join online networking groups on places like Facebook or use hashtags on Twitter to search for specific roles.

Social media also makes it easier to apply for roles. Candidates can send their CVs and cover letters to the hiring organisation via social media.

It's also great for networking. For example, a candidate could connect with a recruiter via LinkedIn. That is a great way to start a conversation with the right people. And networking could land you a job before it's even formally advertised!

You can also join online groups and forums outside social media. It's a chance to discuss job opportunities and network with other professionals.

It's a proactive way to find that perfect job and could unearth some exciting roles that you may not have considered before. 

Employee Engagement and Retention

Considering employee engagement and retention is becoming increasingly important for recruitment in the UK charity sector.

Charities face ever-increasing costs in their organisation. And so they need to cut recruitment and training expenses. That means making specific job roles as attractive as possible. It's how they reduce churn and improve retention rates.

One way they might do that is to create a positive and meaningful employee experience. It helps staff feel valued and engaged in their work.

This can take the form of initiatives. That might include offering professional qualifications, training, and team-building activities. It could also include financial and non-financial bonuses (such as a generous holiday package).

Charities also want to create a happy and positive working environment. That means being open and supportive. You'll find job openings for organisations that welcome ideas and creativity from everyone on their team.

As well as making this a more rewarding career, it will help you feel more secure in your job.

Always read the entire job description when applying for a role. It provides valuable clues about the company culture and whether it fits your long-term career goals.  

Online Video Interviews

Online video interviews are becoming popular in the UK voluntary sector.

This shift is driven by the rising cost of traditional recruitment processes, the need to hire quickly, the convenience of remote interviewing, and the desire to promote greater diversity in the workforce.

Video interviews offer several advantages to charities. They enable them to review prospective employees quickly, access a wider talent pool, and reduce costs by eliminating the need for travel and scheduling costs.

The key to succeeding in a video interview is to prepare. Research the charity in advance, dress appropriately, and be aware of body language and other non-verbal cues.

Practice in advance to be familiar with the technology. And make sure the interview space is well-lit and free of distractions.

Check your background, and if the camera faces the door, lock it for the duration of the interview. Make a great impression, be professional and confident, and speak clearly.

Make sure to listen carefully and prepare thoughtful questions. It's also important to remain positive and show enthusiasm for the job and charity.

Data-Driven Decisions

The UK charity sector is following in the footsteps of private companies. Specifically, it's starting to use data and analytics in its recruitment process.

For example, a charity might test the response rate of a job ad to see what sort of package and job title gets the best response. With advanced technology, most of that can happen with a click of a button so recruiters can track information in real time.

It offers the chance to tweak an ad if things aren't going great with the recruitment drive - perhaps promoting it on a different job board or changing the job category, for example. 

Data and analytics help charities to make more informed decisions, allowing them to hire the best candidates for their roles.

They can analyse the effectiveness of recruitment campaigns and measure candidate quality. Plus, data helps identify trends or problems in their recruitment process.

Data and analytics can also help charities to improve their employer brand. That makes them more attractive to potential candidates.

Charities can tailor their recruitment process by better understanding who is applying for roles and why. It's a great way to target suitable candidates while ensuring they meet their diversity targets.

Data and analytics can also help charities improve their onboarding process and ensure they fully support new hires. They can also help charities identify gaps in their recruitment process, allowing them to improve.

Virtual Recruitment Events

Virtual recruitment events are quickly becoming popular due to the pandemic. These events are held online in an open space but usually require signup before you can join.

They are an excellent way for employers to attract new talent, connect with potential job seekers and discuss job opportunities. It also allows them to gain a better understanding of the skills and experiences of potential employees.

The UK charity sector has been using more virtual recruitment events. They use it to reach out to potential job seekers who may not have access to traditional recruitment processes.

If you are interested in finding and joining virtual recruitment events for the UK charity sector, search job websites for details and you can also learn about events via social media platforms like Facebook and Twitter.

Finally, it is essential to prepare for virtual recruitment events.

Always research the employers beforehand. Additionally, practice your communication skills, and check you have updated your CV. By doing so, you can be sure to make a strong impression on recruiters.

Employer Branding

Employer branding is increasingly essential for charities that want to attract top talent.

It's not just about the salary but also about the culture, the staff's experience, the organisation's values and mission, and what working for them offers.

Corporate companies focus on creating a positive brand identity to attract the right people. That's true for UK charities, too. They realise the importance of branding when running recruitment campaigns to attract the best and brightest.

Good branding includes things like communicating their values and mission. It could also involve highlighting the impact of their work and showcasing the benefits of working for them.

For larger organizations, you may see a dedicated branding design for a large recruitment drive.

The benefit to you is that you'll probably find this comes with a dedicated website or landing page that will tell you lots about the job roles on offer and the benefits. 

Watch out for this branding when applying for jobs in the charity sector. It will also give you lots of valuable information about their culture and values. That will help you decide whether they're a good fit for you. 

A Focus on Apprenticeships and Internships

Nowadays, you'll find more job ads for apprenticeships and internships in the UK charity sector.

These roles offer a unique opportunity for those seeking to enter the sector. They are also helpful for charity organisations looking for a cost-effective and efficient way of training existing and new employees.

Internships in the UK charity sector are typically offered in administration, finance, marketing and fundraising, IT and digital, HR, events management, and project management.

They usually involve short-term, unpaid placements. And they are an excellent way for individuals to gain experience in the sector.

Apprenticeships can range from entry-level to more advanced roles. A latter example might be a management apprenticeship.

Those seeking an apprenticeship or internship in the UK charity sector should research the industry first. Get familiar with the typical roles offered. Apply for positions you find interesting and those that match your skill set.

In addition, draw attention to any relevant experience or qualifications. Plus, demonstrate commitment to the charity sector.

It is also important to network and build relationships with organisations and individuals in the sector. Finally, apply for roles early and monitor job boards regularly for new opportunities.

Getting to Grips with Charity Recruitment to Find Your Dream Job

UK charity recruitment constantly changes, and you must stay informed to remain competitive.

Keeping up with trends, such as digital marketing and social media, as well as emerging job roles and skills, is especially important.

With the right approach, you can take advantage of these trends and use them to their advantage. Doing so will give you the best chance of securing that dream role. 

I hope you’ve enjoyed the first of the new AAW How-To series. 

As a specialist executive search agency that only works with the charity sector, we are always keen to hear from new candidates. Please do get in touch to chat more about how we can help you with your professional journey. 

Changing the World Through Business

25th April 2022 by Jo Hastie

Patrick Nash has set up and led twelve successful social enterprises, charities and values-driven businesses since his early 20s and has just published his first book – Creating Social Enterprise. We interview Patrick about the book and his career in businesses that aim to have a positive impact on the lives of people and the environment. He lives in Wales and is a non-executive director of AAW.

What in essence is a social enterprise? What makes it different to other businesses?

The simplest explanation is businesses that are changing the world for the better. There are three main kinds of business that tend to make up social enterprises: co-operatives and employee owned businesses, community interest companies B Corp companies. For me, social enterprises are one of the best ways of tackling the problems we face around inequality and the environment.

How did you start out in this area and why?

After university I travelled around Africa and after discovering more about wholefood cooperatives  I set up one in Bristol. Within two years this workers co-operative had an annual income of £3 million – it had been a baptism of fire, but I was hooked!  

It wasn’t until my 30s that I came across the term social enterprise but by that point I had already made a career in it. For the first 18 years my work was focused on the environment and food, including building an eco-village in Scotland.  I then moved into mental health.

Why did you write the book?

My kids loved the stories I told them about working in social enterprises. I am not interested in telling people what to do, but I wanted to share things that might be helpful for people who want to set up their own business, steps to success, mistakes and, most of all, how enterprises can change the world and the lives of others. I do occasional guest lecturing at the School for Social Enterprises and really enjoy talking to people about my experiences. The book is a longer version of that.

What is your proudest achievements since you started out?

I’m proud of all my businesses, but perhaps most particularly of Connect Assist in the South Wales Valleys, delivering helplines supporting people in challenging life circumstances. The company was established in an area of high unemployment and one of the poorest areas in the whole of Europe; in 2002, Save the Children reported that in Rhondda Cynon Taf, where we were located, 17% of children lived in extreme poverty. I knew if we were successful, we could create a lot of jobs and today 450 people work for the company – it’s probably the largest non-government employer in the county. People there do an incredible job answering the phone and talking to people facing challenges with mental health and poverty, debt and other problems. They also do a lot of work with asylum seekers. I feel like we did something really special there.

I am proud that all of these enterprises are still going – Essential Trading in Bristol remains one of the largest vegetarian food wholesale co-operatives in the UK.

What next?

No more start-ups! I am working with a number of local festivals and have managed to secure two full paid posts for these. I’m on the board of a couple of charities and, of course, AAW.

To order a copy of Creating Social Enterprise, visit www.amazon.co.uk.

Time For Engagement - St George’s Pioneering Partnerships This Ramadan

21st April by Jo Hastie

On 28th March this year, St George’s Hospital Charity held its first Tooting Interfaith Iftar, welcoming guests from of all faiths across the borough. As the month of Ramadan comes to an end, we talk to Chloe Roberts – Community and Events Fundraising Manager at the charity and Molly Simpson – Senior Public Fundraising Manager – about the event and how it came about.

Over the last couple of years the AAW Group has had the pleasure of working with Chloe, Molly and the team at St George’s Hospital Charity to launch a capital appeal to raise funds for children’s services at the hospital.

The Tooting Interfaith Iftar was part of the Time For Change Appeal which aims to raise £5 million by 2024 to transform children’s services and facilities at the hospital.

One of the key aims of the Time for Change Appeal was to engage with all constituencies and faith groups who are part of the broader community that surrounds St George’s Hospital.

Tooting is a very diverse area and, as Molly states, “we knew we needed to engage the community with the appeal through something that was relevant and would speak to local people”. With a large population of Muslim’s within Tooting the team began to explore ideas around Ramadan - Islam’s holy month, a time of fasting, reflection and prayer – and also for giving.

“We knew we needed to engage the community with the appeal through something that was relevant and would speak to local people”.

After a spot of volunteering at the humanitarian charity Islamic Relief, the team decided they wanted to do something around sharing stories and gratitude with food being identified as a powerful way to bring communities together. And so the idea of the Tooting Interfaith Iftar was born!  Iftar is the fast-breaking evening meal served during Ramadan, as the sun is setting.

Realising they needed local partners who could help, St George’s approached the Tooting-based Naz Legacy Foundation which supports young people from minority communities and disadvantaged backgrounds in education. After an approach from St George’s, they were delighted to join in plans to hold a Tooting lIftar, something they had never done locally before.

“Looking back” Molly states “I don’t know how we could have done without the support of Naz Legacy, We are both white and British, and although we could learn as much as possible,  there are so many different elements that we wouldn’t have known about. Naz Legacy Foundation’s expertise, understanding and input was invaluable.”

With this particular event, there were various elements the team had to take into consideration that differed to normal dinners they have organised. Timings had to be thought about very carefully; there was no flexibility if anything overran, with sunset at 7.31 setting a strict deadline to work around. The venue had to be very specific, offering prayer spaces, no alcohol to be served and ensuring all vegetarian food. It was also important the team had a range of speakers from different faiths and backgrounds, as well as an Imam to lead the call to prayer. Tickets were offered on a complimentary basis as the team wanted the event to be accessible to everyone, but there were opportunities to donate at various points.

The speeches throughout the evening told a story of both community and faith. Some of the speakers also had a personal connection to St Georges, highlighting the impact the hospital has on its local community. The evening also included a speech from a local Imam from Balham and Tooting Mosque who reflected on what charity and Ramadan means to people of Muslim faith, before carrying out the call to prayer.

Ensuring the event was sponsored was key and the team were delighted when Islamic Relief UK offered their support. For Chloe, “One of the main things that we were proud of is that three very different charities came together to put on the Tooting Interfaith Iftar. To have Islamic Relief’s stamp on the event was a massive win and the collaboration between the three organisations was definitely the highlight for me.”

“One of the main things that we were proud of is that three very different charities came together to put on the Tooting Interfaith Iftar.”

Chloe goes on “What we had learned from our volunteering is that it is important to the Muslim community to give donations over Ramadan but it’s as equally important that those donations go towards something that directly impacts other Muslims. Knowing this, we really wanted to show that St George’s Hospital is really helping your community – we open our doors to everyone, your children will be born here and if they are ill, they are going to be treated here. And I think our speakers did a really good job of getting that across”.

The event was relatively informal with the team wanting guests to feel like they were in a home setting, having a casual chat with their neighbour. Each table was hosted by a St George’s staff facilitator and guests enjoyed discussions with prompts around topics such as what Tooting, community and religion meant to people, what faith means if you aren’t religious, and whether people had a connection to St George’s Hospital. Molly notes that “It was lovely to look around the room and see different people engaging. On one table you saw a Christian Priest, Staff from St George’s Hospital and a local Muslim family all having a discussion together. For us, that was exactly what we had set out to achieve.”

The event culminated with a performance from a spoken word artist - Kaira Brown. “We wanted the idea of sharing stories throughout the evening, to come together at the end with one final story” states Chloe “Kaira took snippets of conversation and weaved them into a prepared piece about Tooting and our story, bringing those conversations to life and it was just amazing to listen to. You could literally hear a pin drop in the room. It was a great way to round off the evening.”

“Our spoken-word artist took snippets of conversation from the night and weaved them into a prepared piece about Tooting and our story, bringing those conversations to life and it was just amazing to listen to. You could literally hear a pin drop in the room.”

Feedback from those who attended the event has been very positive and the team have been delighted with the level of engagement. As Molly adds, “We had quickly worked out that this wasn’t going to be a massive fundraiser for us, but we had other objectives in mind. For people who didn’t know about St George’s Hospital Charity, we wanted them to leave knowing who we are.” The event raised £5,000 including sponsorship but introduced St George’s to a whole new audience. As Molly goes on “I would say at least 80% of the room didn’t know us before the event. Bringing the Iftar to the community and having our name associated with it was a huge deal for us as an organisation.” An additional bonus was Muslim staff at the hospital thanking the team for engaging in this way.

Molly, Chloe and the team are very much hopeful that this event will happen again. As a final reflection they add, “Hopefully the Tooting Interfaith Iftar becomes an annual event that people look forward to in their calendar.”

AAW would like to wish a joyous eid to all those celebrating.

ChatGPT and Fundraising – What do You Need to Know? (Part One)

13th March 2023 by SOFII

With so much talk about ChatGPT (Chat Generative Pre-trained Transformer), it can be hard to understand what this new technology could mean for us – as individuals and as fundraisers. We are delighted here to share a great new interview by the fantastic SOFII (Showcase of Fundraising Innovation and Inspiration) featuring three experienced fundraisers – Emily Casson (Digital Marketing and Fundraising Manager at The Salvation Army), Matt Smith (Director of Transformation & Innovation at THINK Consulting Solutions) and our very own Digital Director Deniz Hassan. Below, SOFII asks them five questions about ChatGPT and how it could impact fundraising now and in the future.

Q1: Have you experimented with ChatGPT? If so, can you please tell us what you learned?

Emily Casson (EC): I’ve been experimenting lately (both in a personal and professional capacity) asking ChatGPT everything from how to brighten up my balcony garden in winter, to asking it to draft a fundraising strategy. I liken it to having an eager intern, great for research tasks, answering questions faster than Google and basic copywriting but it needs a steer in the right direction. 

ChatGPT sometimes presents opinion as fact without citing sources, so you do need to fact check – but it is possible to debate it and it even apologises when you question it. For example, I had a lively discussion with ChatGPT on what constitutes a ‘small’ charity.  

Deniz Hassan (DH): I’ve been experimenting with ChatGPT since launch, across a number of areas including creative and campaign analysis. I think, like anything, it’s a case of you get out what you put in. The richer the information you feed in, the higher the quality. 

Matt Smith (MS): I’ve used it for both with writing supporter-facing communications for charity clients and to help with new product development. I’ve learned that the more time you spend on writing the brief (as with working with human writers!) the better the output. 

It’s incredibly impressive and I’ve found it particularly helpful with the start of a project or getting going on a first draft of a piece of work – it can help remove the anxiety of having a blank page and give you a great skeleton to then add your own thinking and creative flourish.

Q2: What do you think are the most exciting applications of ChatGPT for fundraisers and the charity sector?

MS: It will mean we can get much more done in any given day. By using AI (artificial intelligence) tools wisely, we’ll be able to be much more efficient, perhaps even get double the amount of work done, but whilst providing us the chance to spend more time on the truly human and creative parts of our roles. And by writing great initial briefs, we’ll then be able to use ChatGPT to create first drafts that give us back more time and creative energy to use on perfecting multiple pieces of work – all in the same time it would usually take to write one. 

It will also help with idea generation and can be used a great starting point for ideation sessions.

DH: It will certainly help rapid prototyping. In this digitally driven age, volume of creative executions is key. ChatGPT can really be an extra resource in creating variations that can be tested, combining top performing ads and identifying trends. 

EC: I actually asked ChatGPT this exact question and within seconds it gave a few useful examples – such as writing web copy, developing fundraising strategies, template emails and event plans.  

I think it has the potential to be a substantial change for society, similar to how search engines changed the way we find out information. For the charity sector it could mean we can get a starter for ten on a range of strategies, plans, campaigns, research and copy, that a human can then edit, saving us precious time. 

It is great for idea generation and research, as well as copywriting, so I see it as being beneficial to small charities who don’t have a lot of resources.

Q3: Can you see any risks/potential negative applications/ethical issues surrounding ChatGPT that fundraisers should have on their radars?

DH: Ubiquity has long since been an issue in fundraising and the danger is Chat GPT makes this worse. It exists by learning from what’s inputted so naturally if we keep putting the same stuff in and asking similar questions, it will output similar stuff. 

Ethically the issues are the same as without it. Stories need to be authentic and maintain dignity. We can’t use it to churn out disingenuous creative just as we can't write stuff like that ourselves. 

MS: One issue is ensuring that unconscious bias and unethical content is recognised, and that work is done to remove these. As with any technology that is based on a large language model (LLM), ChatGPT can and will generate offensive or biased content because it pulls from things like Wikipedia articles and web pages that themselves contain these biases. 

Another issue is that we become over-reliant on it in situations that require a human touch, or that we sleepwalk into replacing roles and tasks without fully understanding the consequences. It’s an incredible powerful and exciting tool, but this power comes with real risk.

EC: I think that there are a few risks associated and it is key to have human oversight. It presents thoughts as fact but is only as good as how it has been programmed, so I have concerns around amplifying bias. 

It also doesn’t currently cite sources, so it is hard to know where it has gained information from – and as we all know, what is on the internet isn’t always truth.  

ChatGPT can learn tone of voice, but I would hate us to lose what makes specific charities unique by a copy and paste approach, so I would use it as a starting point not the end product.

We also need to be aware of the fact our donors might use it. I asked it ‘what are the most effective charities to donate to?’ and it gave me a few options. So there is the question of how ChatGPT decides what charities to give prominence too, as donors may also use it to research charities.

I think one of the key ethical issues is around what AI can’t do. As much as we can programme them, it will never be able to replace human empathy and we have to be careful about how we use it and not lose the human touch where it is important.

Q4: Do you know anyone who is making good use of ChatGPT already?

MS: At THINK we’ve used ChatGPT to help us develop new products for our clients. It’s been incredibly helpful at that first development stage to provide structure and to save time during a particularly busy part of the year. Some of our charity clients are already using the tool to produce first drafts of press releases, copy for adverts and as an idea generation tool. 

So far, the examples I’ve seen have been appropriate time savers, rather than replacing whole tasks or functions (so far!). I liken it to using Google to answer a question, rather than thumbing through a hardcopy encyclopaedia for the answer. ChatGPT will help us be more efficient and get more done, but it won’t replace the need for human originality, scrutiny and nuance.

EC: An American mental health non-profit Koko has been doing some testing with ChatGPT and tried using a co-pilot approach with AI suggesting prompts to peer supporters. It will be interesting to see if other charities try this ‘co-pilot’ approach.  Someone also shared with me this list of prompts for marketing/comms that could be useful for charities to try. 

Q5: Any final thoughts for our community of fundraisers, who might be hearing a lot about ChatGPT right now?

EC: While ChatGPT is relatively new, it is a very fast-growing area (and often over-subscribed so potentially paid versions may be coming). Google will be launching its own version ‘Bard’ soon, so this technology will be a fundamental shift in our ways of working. It is important that as this technology grows, we as a sector debate the ethics and use cases. We should take advantage of the opportunities it offers, while keeping to our values.

DH: Like any shiny new tool, have fun with it learn what it can do. But whatever you do, just ensure you’re doing it with strategy in mind. Do things for reasons that help you achieve your goals. Use it if it fits, don’t worry if it doesn’t! 

Thanks to SOFII for allowing us to republish this article. Please note, the answers above have been lightly edited for clarity and length.

We Need to Talk About Face-to-Face Fundraising

8th March 2023 by Daniel McDonnell

At the end of May, the first International F2F Fundraising Congress will take place in Vienna, providing a global platform for learning, skill sharing and innovation around direct dialogue fundraising. AAW’s Tobin Aldrich and Imogen Ward are looking forward to attending and talking about how big data can help us all keep face-to-face donors for longer. As a taster before the event, speaker Daniel McDonnell, Global Fundraising Specialist at UNICEF shares his thoughts below on using data to create successful F2F fundraising teams.

The charity fundraising sector is facing a significant staffing shortage and it’s difficult to recruit and retain the right talent. This is especially true for face-to-face (F2F) fundraising, a role which we all know can be demanding, despite how exciting and rewarding it is.

It’s been that way as long as I can remember, and there are no easy solutions to it.

But I think that there are two words which can alleviate some of the woes we face here. They are words fundraisers are already very familiar, albeit in slightly different guises; retention and journey. And F2F fundraising has a big opportunity to innovate around both.

Thinking about retention; F2F has traditionally used somewhat crude KPIs such as volume of new donor sign-ups and average donations. What we’ve begun doing at UNICEF is further examine our data to better understand the lifetime value of each new donor.

We seek to understand donor behaviour based on things such as:

• The donor’s age;

• The amount they signed up for;

• The donor’s location;

• The sub-channel recruitment method, e.g. door, street, private site;

• Their payment method;

• Any extra one off cash payments, payment delinquencies; and

• Any donation amount upgrades or downgrades.

This deeper analysis allows us to predict with some accuracy when each donor will break even and their value in the longer term.

And vitally, this is meaningful information we can share with our F2F fundraisers. This means that rather than telling fundraisers to engage those who are most likely to sign up, or  just to take a guess at who looks generous, they can put their energies into those candidates most likely to create the greatest lifetime value. This enables prioritisation and data-driven decisions, something which the charity sector does not typically do as well as the commercial world. It means F2F professionals know when it’s worth engaging in a more challenging conversation, or when to just back away.

This in turn means we can give our fundraisers a tangible, predictive value for the donors they recruit and let them know the impact this has. We can tell them, ‘You’ve created this impact today…’, or ‘You’ve built part of this building, provided for this family,’ and so on because we know what the donors they have recruited are likely to give over the long-term. This means so much more than the abstract ‘You’ve recruited four donors today’. This can have a massive impact on a F2F fundraiser’s morale and job satisfaction and can therefore increase the likelihood they will be more productive and stay in the job longer-term.

We also need to start thinking about the F2F fundraiser journey. We’re used to plotting out donor journeys and thinking about their experiences, but we can neglect our fundraisers. One fundraiser can be worth hundreds if not thousands of donors so we must not take them for granted.

This means creating a calendar like you would with the donor journey. On this you can plot times of the year when you’ll be running internal campaigns to motivate, empower and inspire your teams. From welcoming to thanking and celebrating, you can even pre-empt pain points in the fundraisers’ journey where there are lows in motivation or peaks in resignations. The way we see it, the more engaged, valued, motivated and better informed your F2F fundraisers are, the more likely they are to do a good job and want to stay with the organisation.

I’m looking forward to speaking about these and other topics relating to the use of data to create successful F2F fundraising teams at the inaugural International F2F Fundraising Congress, taking place in Vienna this 30th of May to the 1st of June. This event is an incredible opportunity to bring together the global community of F2F fundraisers for the first time for peer-to-peer learning and valuable networking.

I strongly believe that the more we share as a profession, and as a sector, the more we all benefit. We know that F2F has not necessarily had the best reputation historically, but if one of my F2F fundraisers gives a donor a great experience, it reflects well on the charity sector as a whole and makes them more open to other fundraising communications.

As charities continue to face challenging times, it’s really important we do what we can to deliver the best possible experience and as much as possible take clear data driven decisions to improve our ways of working. Collaboration as a profession will be key if we are to make this happen.

Join Daniel – and the AAW Team - in person at the first @International F2F Fundraising Congress (#F2FCongress23) in Vienna, Austria this 30th May to 1st June. Visit https://www.f2f-fundraising.com/ for details and to register.  

Concern Worldwide AAW Group Digital Review Case Study

AAW helped Concern Worldwide - Ireland's largest INGO - assess its current abilities and future opportunities to maximise digital.

Over the course of the review, our consultants looked across all aspects of digital - from a strategic view to how activities are coordinated, technically underpinned and measured. It identified where Concern wanted to go with their digital compared to where they were at the start of the process. It identified where organisational structures, skills, resources and culture was either hindering or accelerating digital growth.

By taking a deep dive into the digital platforms and data architecture, AAW Group were able to find that measurement and attribution issues were leading to an inability to robustly optimise the paid digital media spend. By reviewing the architecture, AAW Group were able to make recommendations on ways to accurately measure the ROI of each channel.

The digital fundraising review process and outputs were the key foundations in Concern developing a 5 year digital strategy (also facilitated by AAW Group) which, in turn, formed a key part of the overall organisational strategy.

 “AAW were brought in to help us drive our digital fundraising transformation by creating a holistic digital strategy that brought together our Fundraising, Communications and IT teams.  The AAW team helped us create a coherent vision for digital fundraising and marketing and a clear plan to deliver it. The combination of Tobin Aldrich and Deniz Hassan is truly unique, providing a huge breadth of experience and unique perspective across strategic, structural, cultural and operational considerations. We're excited about our digital journey – thank you AAW!”

Gabrielle Murphy Director of Development and Fundraising, Concern Worldwide.

To find out more about how we can support your digital plans, please contact deniz@aawpartnership.com.

Stepping into Coaching

9th February 2023 by Jo Hastie

Three years ago, after a 25 year career mainly in the third sector, Jo Stone made the leap to setting up her own leadership coaching business and is relishing the change. We interview her about the move, the key issues and challenges that her clients need help with and advice for those who are thinking of setting up their own business.

What made you decide to make the move from working in fundraising leadership roles charity side to setting up your own business and coaching?

My background is in working for a range of charities including Friends of the Earth, British Red Cross and Battersea. In 2018, I experienced coaching that involved Insights Discovery; a psychometric tool that helps people understand themselves and their relationships with others through colour energies. I discovered I lead with a Fiery Red energy which means I can be quite impulsive, make a decision and just do it. I loved the coaching and, on the spot, decided to qualify as a coach.

So I quit my job at Battersea to focus my energy into building my business and help transform people’s lives and careers.

Did you make the move gradually? 

At the start I just managed to fit it all in and some of the training took place on weekends. As someone who leads with Fiery Red, I’m capable of taking a lot on at any one time!. After I’d left full-time, Battersea kept me on for one to two days a week to finish off some key projects which helped with the gradual change over.

I continue to do around two days a week fundraising consultancy and three coaching. 

Often, I’ll work with AAW on fundraising consultancy projects and was really happy to be placed by AAW’s Interim team at St George’s Hospital Charity in South West London to help implement the Time for A Change appeal to raise funds to transform children’s services at the hospital.

After my AAW Assignment had finished, St George’s asked me to work with their leadership team and do their insight profiles. In any of my fundraising roles, through osmosis I will talk in the language of Insights Discovery, energies and naturally try and coach people. This bridge in my work with clients moving from consultancy to coaching is common.

Tell us about your Stepping Stones coaching business – what inspired you to be a coach?

Once I had started coaching others, I absolutely fell in love with it; I can start a session with a client exhausted but always finish it energised. 

Most of my clients are in the sector but I also have commercial and non-charity clients. I work with individuals and, increasingly, with leaders and their entire teams.

In my own experience, organisations in the not for profit sector are reluctant to invest in this area, unless a senior decision maker has experienced coaching personally and then of course they get it. If you are a leader, having access to a coach can be transformational. It also makes economic sense as the organisation is then able to actually maximise you as a leader you're more likely to be creative and innovative rather than stuck in the weeds.

But I believe everyone should have a coach, I don't think it should be saved for the most senior leaders in an organisation.

What sorts of challenges the leaders face today that come up in your coaching?

I recently did some market research with around 30 leaders from across different sectors and the really common issues identified were:

·       How to have a challenging conversation when you are managing people and stakeholders.

·       Dealing with emotions in the workplace. Thank goodness that today we are much more conscious of, and sensitive about, mental health and wellbeing – this is quite a generational shift with younger people very comfortable and vocal about how they feel and perhaps older generations needing some guidance on how to handle this.  

·       Challenges around hybrid working: this really ties in with Insights Discovery and Myers Briggs and how people work best in different environments whether you are on the introvert or extravert spectrum.

·       Not having the time of space to be a leader or director; people want to be visionaries and doing amazing things, but they are having to step in to iron out conversations that have gone wrong, barriers that are coming up, etc. Teams need to be empowered and confident. A lot of what my Mastering Leadership Programme is about how you create that environment.

·       The biggest challenge of all is recruitment. One of the fundamental problems is fair pay, but a key issue is flexibility of working. We need to understand that people are all different and you will get so much more from people if you have a menu of working options, rather than a nine to five office base; people can choose what is best for them. That also feeds into diversity and accessibility as well.

What advice would you give for anyone looking to set up their own business?

• Don’t quit your job unless you a have a few months’ savings to rely on.

• Network – you may hate it, but it gets easier. Also network with your peers in the same field.

• Keep connected with your existing network – the first few green shoots for your new business will likely come from them.

• Be brave – it will become second nature to you.

• Understand that we each have our own strategies to deal with things – I am happy to stand in front of an audience and make a speech, but I won’t go to a networking event and mingle. Find what works for you.

• Invest in your own development. I have just spent the last year putting focus into developing my business and marketing strategy to get a better balance between my coaching and consultancy work and my work/home in 2023.

To find out more about Jo’s consultancy and coaching services visit https://www.stepping-stones-coaching.com/.

AAW Focus on Fundraising in 2023 - Opportunities in Interesting Times (Part 2)

30th January by Imogen Ward

Earlier in January, I reflected on three key opportunities that I felt NFPs should consider adopting in 2023. Nothing I explored and advocated for was new – all three areas have been tried and tested by other sectors.

Oh my! It is so frustrating that as we race through this millennium, charities lag behind with frankly the basics. 

The three areas that I explore today continue the theme ‘of anyone can do this’. And I really believe that any charity regardless of age, cause or turnover really can.

Opportunity 1: Digital

Even as I write the word DIGITAL in the context of the not-for-profit sector my heart breaks that little bit more.

My colleague Deniz Hassan has talked about how our sector isn’t just behind but in dire straits. Change or die is his cry. And I feel his pain.

But it doesn’t have to be this way. The not-for-profit sector needs to rub its eyes and start to visualise what great looks like in terms of impact, income and reputation and then think about how digital can power the journey.

Stop thinking about where it sits and who it sits with. Stop agonising over technology and systems and state of the art solutions that you can ill afford and actually aren’t what you need anyway.  Stop thinking that the digital transformation project that was kickstarted by the Pandemic in 2020 will solve everything. Stop. It really won’t.

Start with the truth. Where are you. Where do you want to be. What are the first easy steps you can take to get there. Take those steps. And involve everyone. Don’t lock digital in a room with a big sign saying ‘Geeks Only’. Put it at the heart of your company and thinking.

Opportunity 2: Philanthropy

I know. We’ve been here before with our expensive consultants, development boards, gift tables…

Since god knows when, great hopes have been placed in an expansion of individual philanthropy in the UK and your Board of Trustees have probably been bitten by the bug at some point. Alas, there are only a handful of organisations in the UK  that have really been successful.  Despite all that money and effort.

So why am I advocating for it in 2023? Because we deserve so much more.

Let’s be clear here – you are not going to raise millions overnight and it’s going to be hard but I still think charities, particularly the smaller, niche causes are missing out on opportunities.

As with digital, it starts from thinking about what good looks like and once you’ve landed on a broad picture of good, develop relationships to help you get to your goals.

Start with who is closest to you and then map out how you can expand your network. If A knows B they will both probably know C. Don’t limit the exercise to just the fundraising team, bring in your Trustees, Services teams, volunteers, current donors – in fact everyone. Make the exercise fun and interactive. Think about how tools such as Miro can help.

Think outside of the box of the usual UK Philanthropy suspects, think about how you can reach the newer, younger breed of major donors. Those who are perhaps in their late 30s or early 40s and are committed to giving away the bulk of their wealth in their lifetime. They are out there and are actively looking to become involved in causes close to their heart (trust me I met one or two last year!). Open your doors, minds and (that word again) your sense of CURIOSITY and you will be rewarded.

Opportunity 3: The Partnership between Exec and Trustees

I’ve often witnessed some pretty odd relationships between executive boards and trustees. This came to a head during the pandemic. With stress levels at their peak, some Boards and Executive Teams quite literally fell apart.

Poor communication, creepy hierarchical structures, lack of clarity about roles and responsibilities and ultimately a misunderstanding over the purpose of reserves (SPOILER ALERT – TO BE USED IN AN EMERGENCY) have meant that some organisations have never really recovered.

In my experience the best Trustees and Executive Structures are when they genuinely work as… well… a Board. Joined up, not as separate entities role playing a strange ‘Master - Servant’ scenario every three months.

Purpose is shared. Teamwork is encouraged. And crucially there isn’t this odd status thing at play. There is mutual respect. Big decisions are made as a collective, recognising individuals’ technical strengths and experiences, not behind a closed door with just the Chair and an ashen-faced CEO.

All of this means that both the Trustees and the Executive have to be at the top of their game. There must be rigour to who joins the Board and who is let go. The Board should be regularly appraised, and dynamics adjusted if things aren’t working. 

Terms of reference and roles have to be super, super clear. Projects have to be governed in a way that’s tight but transparent. And everyone needs to feel that there is momentum.

Let’s make 2023 the year when we make a couple of breakthroughs.

The protest from our sector is often ‘it costs so much’ or ‘we don’t have the time or resource’ but nothing I have suggested needs to be expensive or resource heavy.

Adoption and successful implementation are less about huge resources or big budgets and more about a mindset of leading teams to be united. We’ve got this folks, we really have.

If you’d like to find out about how AAW can help you in 2023, drop Imogen a line at imogen@aawpartnership.com.

AAW Focus on Fundraising In 2023: The Power of People (in Person!)

27th January by Penny Walters

Last week we heard from Ali Kurn, Managing Consultant of Executive Search at AAW on how to refresh your recruitment processes in 2023. In keeping with the ‘People’ theme, Penny Walters, Project Lead for Strategy and Culture at RNIB, reflects on the excitement (and trepidation) of organising the charity’s first face to face fundraising conference in three years and her top tips for making it a success.

Everyone can feel it – that buzz in the room. He’s taller than I imagined, she’s chattier than I realised – they are real people, not just pictures on Microsoft Teams. It’s been three long years behind our screens, but today, 130 people are gathered in one place and ready for two days in each other’s company. The fundraising conference is back.

I had a dream – or was it a nightmare – a couple of nights earlier. There was deadly hush in the conference room. A stony silence. No one would speak to one another, no one would look their neighbour in the eye. In the cold light of day, I knew things wouldn’t be that bad. But we really needed our conference to go well. We couldn’t afford for a damp squib.

We’ve been through some change – who hasn’t? Within the last 12 months - a newly formed department, new senior leadership, a new income and engagement strategy launched just a few days earlier. The changes have without question been overwhelmingly positive – but change is hard. People move along the change curve at different rates and change in a remote and virtual world is even tougher. Our conference wasn’t just a chance for people to meet, to share ideas and takeaway important messages. It was a pivotal moment to change how people were feeling, how people were behaving – the culture of our big team. And ultimately, what we can achieve in the next 12 months. Because we all know, culture eats strategy for breakfast.

So how did it go? A resounding success. When nearly the only negative feedback you get is someone’s room being a little cold, you know you’ve done something right. But what have we learnt?

Point one - Timing is everything

With a little careful choreography, the stars aligned for us. We didn’t recognise until after the event just how important this was. The conference marked our new Chief Officer’s one-year anniversary. It took place just one week after sharing our new five-year income and engagement strategy with the team. And we internally launched our new organisational Purpose the week before – a game-changer in bridging our mission and money. The timing couldn’t have been better. It symbolised the start of a new era. But it also gave the conference crystal-clear clarity of purpose, so every session and every table exercise resonated with every individual in the room.

Point two – Every moment, both in and outside the conference room, was valuable

Returning to that cold-sweat dream of stony silence and awkward interactions, undeniably, we all know that connecting with other people is the greatest value of any conference. So, what worked for us?

• The thought behind our tables – It sounds like a minor detail, but who you’re sat with matters! We got the mix of facilitating staff to make new connections and bond with their teammates just right. During the day, tables were carefully mixed with people from different teams, but with no focus on roles or seniority. Everyone was equal in that room, and that led to an environment where even the shyest and most junior around the table grew comfortable to fully contribute. The role of the table host was also an important one. We identified authentic informal leaders - the sorts of people not currently recognised as such, often overlooked and underused, but whose soft influence makes them powerful allies in changing our culture. Socialising in the evening however was all about spending time with your closest colleagues. You only see that level of competition for a gold chocolate medal and the title of Quiz-Champion between fundraising teams!

• Networking outside of sessions – We all know networking can be daunting. I’ve been there – hovering at the side of the room, checking my phone, making myself look busy. That’s why we set up The Three Chats Challenge – three fun questions to ask each other during the breaks. It was one of those gimmicks I thought may quietly dissipate. But I was completely wrong! It took off – in a big way. Bonds were made between people who wanted to be astronauts and even ‘bin-men’ when they grew up. I’ve since joined meetings where people are still asking one another that very same question. It’s helped build a small but more human bond in our virtual world.    

Point three - Keeping that buzz alive

So, we’re now a couple of weeks post-event. We’re drip-feeding staff videos captured at the conference; we’ve got photo albums ready to go live next week. Anything to keep that conference buzz alive. We’re obviously making plans too. Aside from our 12-month collaborative work-planning kicking off, we’ve mapped out our next steps to change behaviours and create the culture we all want to see – and since the conference, more than a third of the team want to actively play a role to make it happen. Keeping that momentum going now is vital. We’ve built a new level of trust, a sense of excitement for the future, and a belief that perhaps we can do this together.  

Now don’t get me wrong. The blood, sweat and hours (no there weren’t any tears) put into these two days should not be understated. You need to deliver. Expectations are high. But the reward? Greater than I could have imagined. To move from a place where less than 25 per cent of staff engaged to tell us how they were even feeling, to nearly three quarters of staff responding to tell you they get it, they’re on board, and they’re excited about the future – that’s a shift in mindset and behaviour – that’s a changing culture. And after just two days.

Now that’s the power of people in person.

Over the past few months, AAW have been supporting the RNIB with their new income and engagement strategy. If you would like to find out more about our approach of working with teams to co create a strategy and plan that really delivers results, please contact imogen@aawpartnership.com

AAW Focus on Fundraising in 2023 - 5 Tips to Help You Appoint That Role

Last week Imogen Ward explored some key opportunities for 2023, including those around the recruitment of leadership positions at NFPs.  Ali Kurn, AAW Group’s Managing Consultant of Executive Search, picks up the baton and reflects on how organisations can improve their chances of placing key roles in a competitive market by adopting a more focused, human and proactive approach to recruitment.

Continuing on a key message from my colleague Imogen last week, charities really cannot afford to be complacent when carrying out recruitment campaigns this year.

As you probably already know, there is a LOT of competition around for leadership roles, particularly in fundraising. With the longer-term impacts of the pandemic and reduced government funding, charities are under so much pressure now from their Boards to meet bold fundraising targets, create a step-change in income growth and diversify funding. There simply aren’t enough people around with the experience and the confidence to deliver on big ambitions.

So, when you are competing for candidates this year, what should you take into account?

Tip 1. Prioritise the Process. Investing time and preparation in the design of your recruitment campaigns right from the start is crucial. Part of that process is giving yourself time to work out what you really want and need in a role, and positively selling the opportunity whilst also being realistic, open and honest about the opportunities and challenges. Rather than simply replacing like with like, a crucial part of our recruitment process at AAW is to use our charity sector experience and expertise to work with our clients to consult and advise them on what they really need in a position to enhance their success. Sometimes appointing an Interim in post can buy you the breathing space to prepare fully for a transitional permanent appointment.

Tip 2. The Package. Something else you need to agree on before you start, and be crystal clear about in your communications, are your salary parameters, expectations around location and flexibility, and the number of days you want someone to be in the office. Salary is now becoming less of a ‘hygiene factor’ and a significant uplift in pay has risen further up the key criteria for candidates in their job searches. We’ve heard of an increasing number of placements at offer stage going awry due to a lack of communication around these issues, particularly around working hours and office presence. So, just how hybrid is hybrid?

There’s a really interesting balance to be struck between what candidates want in terms of flexibility of hybrid working, and the needs of organisations and their teams. In this post-lockdown world we are seeing a real shift whereby more organisations are seeking Directors in the office much more frequently than in the last 2 years to help bring teams together and increase learning and development.

So, whilst the last few years have led to organisations welcoming a wider pool of talent for roles by enabling people to work remotely and potentially live much further away from the office, the reality of managing teams and ambitious targets may well be leading to a bit of conflict in the face of the rise in cost of living and travelling.

Tip 3. Be Organised. To compete in 2023’s recruitment market you need to set and communicate a recruitment timetable that allows the campaign to be robust but swift enough so that you don’t lose good candidates along the way. You should have interview panels identified, briefed and ready, with their diaries blocked out. You should know the decision makers in the process and ensure they have the authority to make decisions throughout, especially after the final interview. Candidates want decisive organisations that want them – make sure you communicate that!

Tip 4. Be Human: On the subject of communication – poor communication can easily lead to candidates taking opportunities elsewhere, or even dropping out of processes. Organisations that do well understand the time, effort and commitment that candidates put into a recruitment process and show that by providing timely and meaningful feedback – often in a one-to-one phone call. Mutual respect is so important, and many organisations could improve the way they communicate this to their candidates. That includes ensuring that your assessment process reflects the key skills and knowledge you’re trying to ascertain. For example, a presentation should be beneficial for both candidate and organisation, enabling a deeper insight and understanding from both sides. 

Tip 5. Go Deeper: We’ve also noticed an increase in the depth of conversations that candidates want about an opportunity and organisation before they decide whether to apply. We spend a great deal of time talking with our candidates, sharing key information from our in-depth briefings with clients on the role, finances, etc and cultivating enthusiasm and excitement. Putting that time and effort in really secures a candidate’s interest throughout the whole process and sets the role apart from others they may be contemplating. 

Over the past few months my team and I have successfully placed C-Suite and Leadership roles in organisations such as Oxfam, Barnardo’s, St John Ambulance, Marie Curie, UK Youth and RNID. We have also worked with Higher Education establishments (in the UK and globally), Hospices, Air Ambulance Charities and NHS trusts.

If you need any assistance with designing and conducting a personal, bespoke and effective recruitment process, please contact me at ali@aawpartnership.com I’d be delighted to have a chat about how we can work together in 2023.

Dreams Come True AAW Group Fundraising Review Case Study

The AAW Group were asked by the wish granting charity, Dreams Come True, to review their fundraising performance and help steer them to a position of growth and development.

Dreams Come True have fulfilled the dreams of over 6,300 children and young adults aiming to deliver moments of magic which have a lasting impact on children who are living in the highest areas of deprivation in the country, and are living with a disability, serious illness, or life-limiting conditions. 

Dreams Come True is a small charity and AAW were able to apply practical recommendations to suit their financial position and ability to invest.

“We had a clear need to review performance, ascertain the possible and set a new strategic direction, and I am delighted that we picked AAW to undertake the assignment. They are impressive and operate in a no-nonsense manner, they tell it how it is, don’t shirk from home truths and clearly set out a direction of travel that whilst ambitious is realistic. Their backgrounds allowed a relatively small charity to gain big charity experience and guidance at an affordable price. The proof of any pudding is in the eating and I would not hesitate to recommend or use AAW again.”

Richard Ashton, CEO Dreams Come True

To find out more about how we can support any plans you have for fundraising reviews, please contact imogen@aawpartnership.com.

BRAC AAW Group Income Generation Review and Strategic Support Case Study

AAW were appointed by the development charity BRAC to help develop fundraising performance across Europe.

BRAC was founded in 1972 by Sir Fazle Hasan Abed in a small village in Bangladesh but has since grown into the largest Southern-led development organisation in the world, running successful programmes to tackle poverty that now reach 100 million people in 11 countries.

Working with colleagues in the UK office as well as offices in the Netherlands and in the head office Bangladesh, AAW were able to support the organisation strategically identifying multiple  opportunities for growth and development.

“AAW helped BRAC UK better define its fundraising strategy across Europe.  This exercise has provided much better clarity about our future fundraising direction and we have benefited a lot from their hugely practical expertise and experience in fundraising across lots of organisations over many years.  

Lewis Temple, Chief Executive BRAC UK

To find out more about how we can support any plans you have for fundraising reviews and strategy support, please contact imogen@aawpartnership.com.

Macmillan AAW Group Philanthropy Review and Strategic Support Case Study

Macmillan Cancer Support provides services for people living with cancer at every stage of their cancer experience – in 2021 they reached 2.4 million people affected by the disease.

The AAW Group were appointed to review Philanthropy performance at the charity to make recommendations to help improve this income stream. Through reviewing philanthropy activities over the previous five years and interviewing key staff members, donors and other stakeholders, AAW were able to identify several opportunities for growth.

Over a subsequent period of three years, AAW supported Macmillan to explore those opportunities through strategic development, organisational structure and the appointment of key staff members, helping one of the UK’s most respected and beloved brands raise more funds to support their vital work.

“AAW were terrific partners at Macmillan, helping us drive the philanthropy strategy and plan and realising the full potential of our programme. They have great insight into the world of philanthropy and their combination of strategic thinking and hands on support has been really valuable to me and my team.”

Claire Singlehurst, Director of Relationship Fundraising

To find out more about how we can support any plans you have for fundraising reviews and strategy development and support, please contact imogen@aawpartnership.com.

WWF Caucasus AAW Group Review and Strategy Development Case Study

The AAW Group were appointed to support three country offices that make up WWF Caucasus – Georgia, Armenia and Azerbaijan – with Income Generation & Engagement reviews, strategy development and support around the appointment of Fundraising Leadership roles.

The Caucasus region is one of 35 global biodiversity priority hotspots identified by WWF as a result of the wide range of wild animals and plants it is home to, with country offices working towards building transboundary protected areas, connecting different protected areas and introducing animal welfare legislation.

AAW’s contribution has enabled the offices in the region to become more self-sufficient with funding and seek increased amounts from individuals, foundations and corporations. Thanks to the work supported by AAW, the three offices have gone from strength to strength and have been successful in taking the next step in their strategic, operational and organisational development.

“AAW helped WWF Caucasus understand our opportunities for developing our fundraising and communications, provided a clear direction and supported us to recruit and develop our team. They were great partners to work with.”

Giorgi Sanadiradz, Executive Director, WWF Caucasus

To find out more about how we can support any plans you have for an income and engagement review, strategy development or organisational support, please contact imogen@aawpartnership.com.

London Air Ambulance AAW Group Feasibility Case Study

Formed in 1986, London’s Air Ambulance Charity delivers an advanced trauma team to London’s most critically injured patients across the capital. Using a helicopter from 08:00 to sunset, and rapid response cars at night or in adverse weather situations, the charity brings the hospital to the patient when time is critical.

The AAW Group have been working with London’s Air Ambulance Charity for many years and in 2020 we conducted a feasibility study for a major capital appeal to raise funds for a new fleet.

Following on from the study, we supported the development of the strategy and plan for the Up Against Time Appeal.

Launched in 2022, it aims to raise £15m to support a new helicopter fleet.

“We’ve really enjoyed working with the Team at AAW. The latest project they are partnering us on has been complex and ambitious, but they have supported us at every stage. Their insight and understanding of the fundraising market in the UK is first class, as is their ability to engage across a wide section of stakeholders to effectively drive organisational transformation.”

Louise Robertshaw, Director of Fundraising and Communications London’s Air Ambulance Charity (now Director of Fundraising and Marketing at SENSE)

To find out more about how we can support any plans you have for a major appeal, please contact imogen@aawpartnership.com

AAW Focus on Fundraising in 2023 - Opportunities in Interesting Times (Part 1)

10th January 2023 by Imogen Ward

For some time now we seem to have been living by the fabled Chinese saying/curse of “May you live in interesting times.” Or as a friend put it recently – “I don’t want to live through history anymore: I just want to live.”

So, as we turn the page on 2022 and look blankly at the months ahead, are there really any opportunities out there for 2023? Is this the year when we can finally plough away, produce something pretty good and not have it completely wiped away by a plague or a war or a political implosion?

Because there are opportunities out there my friend. In fact, there are SO MANY that this is a two part blog.

So let’s make a start….

Opportunity 1: Engaging all Communities

Early on in 2022,  I was delighted to host a panel focused around the area of Faith in Fundraising exploring what modern Britain really looks like and how we as fundraisers can engage better.   Folks this was ALL OPPORTUNITY because there are very few not for profits out there really grasping something that is literally on our  doorsteps. Think your average Christian Brit is central casting Songs of Praise circa 1986? Think again. The biggest growing area of worship is in the cities. This is where you will see young people, often with African heritage at Pentecostal churches or young people from Eastern Europe attending Sunday mass in a country that they now consider their home.

Think that deciding in January that you should try and ‘do something for Ramadan’ with a plan to chuck out some Facebook ads in March with something vaguely Islamic on a landing page? NO. Actually take the time and resource to really understand and engage with your audiences that are from Islamic communities and then coming up with a proper strategy and plan? YES.

Faith and identity are complex areas and if I am honest, I think a lot of organisations rule out any engagement for fear of offence.  I get it. But talking to other human beings isn’t rocket science. We know this.  And really it starts from just being curious, respectful, and relevant. Go on. Make 2023 the year that you will try.

Opportunity 2: Making Recruitment Human

So if I had a pound for every Director of Fundraiser that sat in front of me in 2022 with head in hands, silently rocking and whimpering ‘Find me anyone, anyone… PLEASE’ Well. That gas bill would be paid for a start.  But the fact is, if recruitment agencies are telling you that you can fill all those unfillable roles without YOU putting in some effort… then I am afraid you will be very disappointed. C’mon you all know how tough it is out there and agencies can really help here, but it has to work as a partnership not some transactional, crap Alan Sugar imitation of “I am the boss. You deliver, I pay.”

So, boss. Tell me. Are you still insisting on direct sector experience and some sort of magical linear career in fundraising? Oh and a degree. Are you just chucking over a job description largely unchanged from version 5/draft/HR VERSION/2015 that you found on the drive? Is diversity of shortlist even mentioned?  Ruled out doing that quick, cheeky but oh so human piece to camera on LinkedIn selling you and your organisation because you’re too busy? Rejected the idea of perhaps pre sharing with candidates areas that you would like to explore at interview so that you can get the absolute best out of individuals on the day? Working with the agency on a communication plan to candidates beforehand, during and afterwards so individuals are informed at every stage? Nah.

Be prepared to remain with head in hands throughout 2023.

Opportunity 3: Putting Individuals at the Heart

Love them or loathe them but you have to admit that an organisation like Amazon is pretty into YOU as the customer. Using all the data they can possibly glean about you, they send you products and take you on journeys that largely suit your own materialistic desires.

Sadly, most not-for-profits seem to think that showing any interest in an individual supporter’s passions and desires to, you know, make the world better is below them. I mean how could they possibly have the time? They have silos to hammer away at, internal hierarches to nurture, clever ruses against colleagues to plot.  And anyway. Isn’t that new CRM going to sort this all out? 

Please God, let 2023 be the year when organisations actually start to think about how data can inform decision-making and actually spend some time thinking about their supporters as individuals. Not just segments. Not just numbers that are locked in the individual giving room or a service user room or the volunteer room.  But as warmly welcomed house guests that may like a bit of a wander.  Please God, let 2023 be the year when you set your supporters free. I dunno. Perhaps they will love you that little bit more.  Just a thought.

Next time we will explore opportunities in the areas of Digital, Philanthropy and Trustee leadership.  

If you’d like to find out about how AAW can help you in 2023, drop Imogen a line at imogen@aawpartnership.com.

AAW Focus on Fundraising in 2023 – A Change in Mindset

By Tobin Aldrich 3rd January 2023

Throughout the early part of 2023, AAW colleagues and friends will be sharing some thoughts on the opportunities that the new year may bring for those of us working in the field of income generation and public engagement.

Here we start with AAW’s Director of Global Consultancy, Tobin Aldrich, with his reflections on how a change in the leadership mindset to drive a smarter, data-driven and creative culture could be the key to better results in fundraising.

In 2022 we experienced the first (nearly) year of post-pandemic fundraising.

If anyone was hoping for a return to ‘normal’ they must have been sorely disappointed. We went straight from the Black Death to a major war in Europe, which was swiftly accompanied by rampant inflation and a cost-of-living crisis. Oh, and the planet's on fire.

It all makes us in our jobs as fundraisers look rather small and insignificant. But the fact is there is more need of us than ever as pressure on non-profits to respond to the multiple crises continues to increase. And in 2022 fundraisers were severely tested to find ever more resources when all sources of funding have become more and more constrained.

In many ways it has been surprising that fundraising has held up in recent years as most economies have seen falling real incomes for most people. Many charities did well during Covid as existing supporters really rallied to causes that were relevant in the crisis and/or impacted by it.

2022 though, was hard. There is evidence of falling giving. In the UK, CAF's surveys show significantly fewer people making donations compared to previous years, extrapolating this to four million fewer people donating during the Christmas period compared to previous years. This might be a bit overstated - evidence we have seen has been of charity Christmas appeals doing fairly well, however, results earlier in the year were often pretty dire.

Charities who had rediscovered the value of individual giving programmes in Covid found it very hard to produce anything like the results of 2021, let alone 2020. A lot of money went into digital fundraising programmes that failed to deliver although this was as often because of a lack of the key technical and organisational enablers being in place as it was about the market.

As always there have been big gaps between winners and losers. There has been massive giving to Ukraine - the DEC appeal has raised £390m, the highest since the 2004 Asian Tsunami (and it may exceed it). However, the appeal for the Pakistan floods in September only raised around 5% of that figure.

As with Covid, those organisations that have proved relevant in the cost-of-living crisis have done really well. The UK food bank sector, which didn’t exist before 2010, continues to grow very fast with organisations such as FareShare and Trussell Trust but also many smaller charities raising very significant sums and developing individual giving programmes as a result.

For those charities which are less directly relevant to the causes of the day, the outlook is very challenging. But there is still plenty that they can do to ensure that they can raise what they need to meet the demands on them.

All of the events of the last two and a half years have confirmed what we know about the essentials of successful fundraising.

It is about having absolute clarity of what difference your charity makes in the world and turning that into as strong and emotionally engaging a Case for Support as you can.

It is about knowing the individuals who will care most about your cause and making yourself relevant and accessible to them. We need to stop talking at our audiences and start listening to them.

It is about sorting out organisations to have the right people with the best skills and experience empowered to make the decisions that matter. And equipping them with the tools and technology they need to do the job. The people who don’t have the right skills or expertise need to get out of the way.

There must be a plan, and the commitment to stick to it. And then find all the resources you can to invest in success.

Above all, there has to be a culture that allows people to try stuff, to learn, adapt and succeed.

The world might be on fire (literally), but successful fundraising is still possible. There are some great examples out there. But there isn’t room for complacency or laziness anymore.

2023 will undoubtedly see many non-profit losers but there will be winners too. We know what it takes to be one of them. It is up to the leadership of organisations to make that happen.

In 2022 AAW worked with a wide range of organisations of all shapes, sizes and causes including The Trussell Trust, ICRC, RNIB, St Johns Ambulance and Lincoln and Notts Air Ambulance.  

We can help you with reviews, strategies and feasibility studies as well as supporting your leadership talent needs for both interim and permanent placements.

To find out more please contact imogen@aawpartnership.com  

Leadership Spotlight On… Linda McBain, Chief Digital Officer of Save the Children UK

15th November by Jo Hastie

On Wednesday 7th December, AAW will be hosting a special event in London focused around the cultural and organisational changes NGOs need to make to embrace the full potential of digital.

One of our key speakers at this event will be Linda McBain, Save the Children’s Chief Digital Officer. We caught up with Linda to get a sneak preview of some of the things she will be helping us explore when we get together in December…

Tell us about your journey in digital.

Before moving to the charity sector in 2007, I worked agency side and became their de-facto technology person because no one else could understand computers. I then got my first ‘digital’ roles in the charity sector at CAFOD and British Red Cross before moving to Save the Children in 2011.

What does a Chief Digital Officer do?

I sit at the intersection between the wider business as a whole and technology, thinking about the role of digital and data and how we really utilise it to deliver more impact for children whether that’s improving our finance systems, fundraising and marketing or our wider relationship with the global movement. It’s less about the ‘tech bit’ and more about people, our culture and ways of working.

What advice would you give your 25-year-old self?

I have always held on to the thinking behind the saying ‘comparison is the thief of joy’. It is really important for you to create your own path and think about what is going to make you happy and what you want from life. I am happiest and do my best work when I am able to be my authentic self.

How would you respond to Deniz’s blog on the failure of the third sector’s approach to digital?

I am quite optimistic compared to Deniz’s pessimism, so between us we are a good balance!

I don’t think this is simply a charity sector issue. I see many similar issues across sectors from old companies who have a lot of legacy ways of working and technologies. If you weren’t set up as digital by default, then shifting your business model can be tough.

Deniz is right in saying that change isn’t happening fast enough but the reasons behind that are not purely digital ones.

Charity governance is often overly concerned with risk and risk management which holds people back in this area. We see this most obviously in the way organisations plan and budget -  most charities just roll targets over year on year which doesn’t allow for significant changes. We need to be thinking about longer term growth, testing new channels and developing new necessary skills.

I believe there is a risk that the sector is being left open to the potential of more disruption from players who might come in with a digital-first model.

Where do you think Save the Children has made progress?

I don’t think we have everything right yet at Save the Children, but we are thinking across the whole organisation about how we coach staff to prioritise data as that first step to adopting an insight approach to drive growth.  Data is very powerful, but as a sector I wonder if we are utilising it as much as we could to make smart decisions.

We have also adopted more agile principles in the way we work  - focusing on putting the user first, and working collaboratively towards common goals, bringing the right skills together to deliver.

We have invested in our technology, built-up teams and developed skills – but digital is always evolving and changing so it can be difficult to stay up to date.. It’s about carving time and budgets out for a continuous learning and development approach.

What do non-digital leaders need to do now to help their organisations become more digitally enabled across fundraising, service delivery, engagement and social change.

Recognise that they don’t have all the answers, but they don’t need to either. Engage with experts and staff across the organisation who are doing the work every day. Leaders need to become the agents for empowerment and focus on removing barriers for staff to provide the right environment so they can do their best work.

Linda McBain, Simon Waldman and Deniz Hassan will both be speaking at AAW’s free event on 6th December in Moorgate, London focusing on the cultural shift that organisations should be considering to enable digital transformation.

We are now close to capacity so if you would like to join us or know more about the event, contact jane@aawpartnership.com.