# Why we, as fundraisers, have a DUTY to engage with our supporters

- Link: https://fundraising.co.uk/2020/04/01/why-we-as-fundraisers-have-a-duty-to-engage-with-our-supporters/
- Published: 2020-04-01T16:13:33+01:00
- Author: Giles Pegram CBE

**On Monday I took part in a webinar, organised by the Institute of Fundraising’s
Supporter Experience Special Interest Group, entitled “Why right now supporter experience
matters more than ever”. 2,600 people signed up, but because it was so over-subscribed,
only 1,000 were able to participate.**
If you missed it here is the video (audio
only):

_[Video at https://www.youtube.com/watch?v=wjEutr97YBw no longer available]._

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## The problem

Charities are reporting huge losses in fundraised income.   The postponement of 
the London Marathon is reportedly having an enormous financial impact.   All is 
doom and gloom.

It just isn’t right.

It seems that many fundraisers are still thinking about fundraising as an _activity_,
not about _inspiring_ supporters and giving them a good experience. And the supporter
experience is not just about ‘customer care’, it’s all about how we make donors 
_think_, and _feel_.

There is some muddled thinking out there.
 

## Five caveats

1. Some fundraising will be lost, and we must not underestimate that. So much fundraising
depends on people being able to get out of their homes. They can’t. That has never
happened before. So nothing I write here is a get-out-of-jail-free card.
2. We must
be very careful in our use of words. A huge number of supporters will be financially
affected, and we must acknowledge that. However, a huge number of supporters will
not be adversely financially affected.3. Different charities need to interpret what
I write here in a different way, according to what is right for them and their supporters.
4. Each charity must have a clear definition of what a supporter is. Ask yourself:
would _they_ see themselves as a supporter? Or else people will be overwhelmed and
that would be counterproductive.5. Small charities have particular challenges which
are not easy. Some may be at fear of going bust. It’s awful. I’ll come back to them.

## General thoughts

Amid the overwhelming feeling of despair and helplessness caused by this virus there
is a human response that brings out the best in all of us.
There is a spirit of 
altruism out there. We see it every day in our community. The children’s rainbow
paintings in the windows as you walk around; the offers of help from the other residents
of our flats; I have asked several people, even older than I, if we can be of help.
This generosity of spirit is almost unbelievable.

And yet charity supporters also want that same altruism to make an impact more broadly,
to those helped by the charities they support.

Your charity is the _“vehicle”_ to enable that to happen.
 

## Which charities are affected?

I can’t think of any charities whose services aren’t being affected by Covid-19.
Some are very direct and obvious. There is going to be increasing demand and it 
is likely that at least 20% of their staff and volunteers will be unable to work,
either because they have the virus or they have to self-isolate.

But the NSPCC? Less obvious, but many families NSPCC is helping won’t be able to
cope, and will turn to NSPCC for help. And there will be 20% fewer of them. I know
their Helpline and Childline are receiving more calls. Yet there are 20% fewer people
to deal with them.

And the Royal Opera House? Can you imagine a charity less affected by Covid 19 and
with less of a case to make to its audiences? Yet it is asking ticket-holders whose
performances are cancelled, not to ask for their money back, so that they can pay
their staff. And the response has been phenomenal.

And so on.
 

## Compassion is spreading

But, as Beth Kanter observed: _“Compassion is spreading as fast as the virus.”_

When philanthropic muscles are stretched, as they are now, they become stronger.
We must ask ourselves: how can we harness the philanthropic muscle of our supporters?

In my 30 years at the NSPCC the country faced a great many challenges, some of them
huge ones.   In every single case, voluntary income was significantly up, not down.

Why? 

Because in a time of crisis, those that have the ability want to do something to
help those who don’t.   It’s the very essence of ‘charity’. 

And so of fundraising.
 

## So, what should we do?

The key fundraisers in all charities should be drawing up a simple Case Statement:
First. How Covid 19 is affecting your charity and its beneficiaries.   The need.
Right now, and what you expect in two weeks’ time. 

And in two months’ time. 

This will be hard, given how quickly things are changing.   But although we must
hope for the best we must prepare for the worst.

Secondly. The likely reduction in your able-bodied staff and volunteer numbers. 
These are the people who will help to meet that need. 

Now, and what you are anticipating in two weeks’ time, and two months’ time.

Of course, no-one really has a clue. But your charity must have thought-through 
some scenarios. Put them in the Case for Support. Supporters will be impressed by
your candour.

Thirdly. The inevitable loss of some sources of income.   (List them, with careful
thought as to why they are obviously inevitable.)

Fourthly. What your charity wants to do to help meet this need. And why even beginning
to do that needs money, and now.

_That’s_ your Case for Support.

(I didn’t know whether it was crass to mention this.   Many of your supporters are
actually going to be better off.   No restaurants.   No cinema.   No holidays. Why
shouldn’t that money be coming to you?)
 

## Events

So, come back to the Marathon.   I believe it should be raising _more_ money than
usual, not be considered a disaster for charities. Why? If each intended participant
went back to each of their sponsors (by phone or email, of course, not door-to-door),
explained the situation using the content of the Case Statement above, and then 
asked the sponsor to give their sponsorship, right now, would many refuse? 

Would _any_ refuse?   Indeed, wouldn’t most give extra, if asked?   To me it seems
like a no-brainer, but that’s not the way most fundraisers and charities are thinking.

Then take a gala event, with tickets at £200, that is cancelled.   Of course, you
must offer to give people their money back.   But, if you did what I suggested above,
how many would refuse to give to you, and demand their money back?   Very few.  

## And then donors of all sorts

Engage the donor.

Be outside in, not inside out. Start with _them_, not _you_.

Start off by talking about the supporter. Acknowledge the huge challenges all of
them are facing.

Perhaps, you could offer regular donors, now unemployed, a holiday from their monthly
regular payment? 
They’ve been there for you. Now, you be there for them. at their
time of potential need. If you do, they won’t forget you. 

## And then, talk to those that _can_ afford to help you. Make your case.

Charities must be totally transparent about their challenges.

I said I’d come back to small charities that might be facing the possibility of 
going bust. You must give all your supporters the opportunity to avoid it. Whatever
your CEO says, you _must_ include all your Trustees and their networks. What are
they there for? ‘Governance’? Piffle.

If my favourite small charity went bust, and hadn’t engaged me, I’d be livid. And
I’d want answers from the Trustees.

## Let me come on to how to ask

I normally promote softer asking. _‘Giving donors the opportunity…’_ and _‘asking
the donor to consider…’_
The game has changed – so have the rules – donors know 
that.

Now, I urge you to _‘ask’_ very directly, very powerfully but very carefully.

No agency creative overkill. No fifteen _‘asks’_ on the first page. You don’t need
that. You need very carefully crafted words. Litotes.

Understatement for the sake of effect. But _urgently_, without any embarrassment
or hesitation.

The world has never been like this in our lifetimes, or our supporters’ lifetimes.
If there was ever a time to appeal to our supporters to give as generously as they
can, and then a bit more, it is now.

They may well be prepared to give a lot.   Maybe twice their usual gift?  

Maybe 10 times?   Why not?   Right now, people want to help others face this crisis.

If you inspire them to give two, or ten times more than they were expecting, they
will have an _unimaginably_ better experience. I _promise_ you. Because I’ve seen
it so often, myself, personally.
And then go even further.

You want to communicate a message that, with all possible care, creates an expectation
that they _will_ respond, because they choose to, and then will have a great experience.

Of course, they must have the opportunity to _‘opt out’_. But don’t ask them to _‘
opt in’_. Be creative in your use of words.
 

## Our duty to ask

As a fundraiser you have a _duty_ to ask.   We, as fundraisers, _must_ give our 
supporters the opportunity to give to those in greater need than them. We have no
right not to. We are empowering them, not twisting their arms.   By being empowered
they will have a great experience. 

To be blunt, it is not for you to judge that your donors wouldn’t want to give. 
Let the donor decide. Some fundraisers need to change their mind-set. Much of what
you _feel_ is inevitable, _isn’t_ inevitable. Not today. None of your supporters
could possibly complain that you were asking too much or too hard – as long as you
choose your words carefully.

I have heard of many fundraisers _‘protecting’_ their supporters. Not wanting to
bother them when they have so much else on their minds. It’s quite wrong.

I have made a lot of enquiries and not found a single supporter who has complained
about being contacted. Some declined to give. The only complaint was from one person
receiving a cold mailing, not connected to Covid-19.

The only complaint you will receive is if you are facing a crisis, and haven’t engaged
your supporters to be part of mitigating that crisis.
 

## Other types of supporter

Then Trusts.   Companies.   Community fundraising volunteers.   They’re all about
people.   They all like good experiences. Use exactly the same thinking.
 

## Before I finish

Don’t allow your trustees to cut your fundraising budget, as I know some are. Tell
them to invest in your fundraising.
 

## Call to action

Fundraisers: we have a job to do. We need to step up and be great at what we do 
to leverage this wave of compassion, empathy and altruism.

_You_ have the opportunity, more than ever before, to make a difference

Because _you_ are the connection between your charity and your supporters.

You may be able to help stop your charity having drastically to cut its services.

You may be able to help stop your charity going under.

**_You_** are the fundraising expert. Your charities are relying on **_you_**.

So, keep on fundraising, and stay safe.
 **_Giles Pegram CBE_**_31.iii.2020_

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