# The new norm

- Link: https://fundraising.co.uk/2015/04/08/the-new-norm/
- Published: 2015-04-08T08:24:33+01:00
- Author: Howard Lake

**_A new report answers some very important questions, but leaves quite a few still
begging. _**

A few days ago I went to the launch of [Managing in the New Normal 2015](http://www.institute-of-fundraising.org.uk/library/managing-in-the-new-normal-2015/),
the latest in a series of yearly reports from the Institute of Fundraising (IoF),
Charity Finance Group (CFG) and the accountants PWC.

It makes for an interesting read. On the downside there’s increasing competition
and ageing donor bases amongst the main problems fundraisers face.

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On the upside however, attrition is reported as stable or down, nearly half of respondents
plan to start fundraising in new areas and acquisition rates for committed givers
are slightly up. Good news indeed.

 

## Missing Pieces

Like most reports though, Managing in the New Normal begs further questions, and
didn’t ask a few that it should.

How many managers, for instance, are planning to increase the number of donors as
well as (or instead of) their number of fundraisers? Seeing as more donors should
equal more money then the answer matters as much as how many people are planning
skills training for fundraisers (which is thirty-five percent, if you’re wondering).

Similarly, how many are planning to increase the value of the donors they already
have? Comparing the answer to this with the answers about getting more donors would
tell us about the balance between acquisition and development, which in turn has
implications for the nature of competition.

Nor does the report really tell us what to do next and, to be fair, it doesn’t set
out to do this. But if it’s not going to sit on a dusty shelf then we should read
it with an eye to what we might do with all these nuggets of insight. Here are some
suggestions:

 

## Age, competition and more

If you’re worried about competition then stop because there’s absolutely nothing
you can do about the big picture. You’re not the only charity after your donors’
cash, period. What you should do is worry about the micro picture and the other 
charities your donors are supporting as that’s where the real, tangible competition
lies.

Ask how much you’re focused on developing internal capacity and how much you’re 
focused on developing your donors. More skills training for fundraisers is very 
good per se but not necessarily at the expense of recruiting and retaining more 
donors.

Don’t be too obsessed with an ageing donor base. A file stuffed with sixty-fives
and overs is still a hugely valuable asset; they’re generous compared to their juniors
and many will live twenty years before leaving a legacy. Think about getting the
most from what you already own, as much as wondering what you could get out of something
you don’t yet have.

Finally, don’t be lulled into thinking that if everyone’s doing it then you should
jump aboard. This is a report on what charities say they’re thinking and planning
and it doesn’t mean the same thing is right for all.

 

## Read it and smile (cautiously)

You should read the report, there’s a lot to be had from it and the IOF-CFG-PWC 
trio have done a really good job. Interestingly, when the first in the series was
done in 2008 at the height of the credit crunch it was called ‘Managing in a Downturn’.
The new title is far more cheerful: Let’s hope that next year it can be called Managing
in A Golden Age.

 

_**Andy Taylor** is a consultant at _[_The Desired Effect_](http://www.thedesiredeffect.co.uk)_
and has over ten years experience as a fundraising director in large national and
international charities. A direct marketing specialist, he’s a regular contributor
to the voluntary sector media._

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