A short term, cash is king culture, seems to be a common issue for legacy fundraisers around the world, and one that I really resonate with.
Short-term thinking damages our legacy strategy.
I’ve haven’t met many Charity Directors who genuinely don’t like the idea of legacy fundraising or are totally averse to investing in a legacy strategy. They certainly like receiving them. They like the freedom this income stream can give to their organisations, and the foundation of unrestricted income they often bring. But they tend not to be so fond of the long-term investment required to sustain legacy income for the next 20-50 years.
It’s not because they don’t want to grow their legacy income. Of course they do. And most understand there is a genuine time of opportunity coming where legacy income is set to rise.
The real problem here is the huge pressure facing our charities to keep afloat, which creates a culture of short term thinking.
One Chief Exec told me he lies awake at night worrying if he will be the one responsible for bankrupting an historic charity.This is a very real concern – in some sense there is no point worrying about the income in 20 years if we’ve got to turn the lights out next month.
But short term thinking can still prevail, even in charities with healthy reserves. I feel this is partly due to the way many of our charities are governed, and the way we measure success.
How many charity boards of Directors and Trustees stick around for more than 5 years? Success is measured on the progress made in their stay of office, not on more long term metrics. And this creates a short term thinking culture which permeates right across our organisations and can weaken our legacy strategy. How many times have you had a legacy campaign delayed or cancelled because of the need to squeeze in one more cash ask?
But let’s not play the victims here – I think we’ve got to take a share of the responsibility.
We need to be better at evaluating the impact of our legacy marketing and ROIAnother real reason we fail to secure the long term investment we so badly need, is because we’re so bad at giving tangible evidence of the impact of our marketing. If we could tangibly evidence the ROI of our legacy strategy, and as importantly when the money will arrive, then we’d have a much better chance at arguing our place.
Legacy fundraising is intrinsically hard to measure and evaluate, but that doesn’t mean we shouldn’t find a way. And I don’t mean falling back to the old way of pledge counting.
We need to see that legacy fundraising is more of a brand challenge. There is a huge industry built around measuring and evaluating the impact of brand campaigns which we can learn from. And huge sums of money that are invested by boards of directors who want to see the evidence of their investment.
Without solid, robust evidence of the impact of our legacy fundraising, it becomes all to easy to keep investing in a short-term, jam today approach. So we must do better and provide real evidence to our Fundraising Directors and Trustees, that makes it hard for them to say no to a long-term legacy strategy.
What do you consider your biggest challenge?
I’d love to hear what issues you are facing and how you think we can overcome them. Post a comment below and start the debate.
The impact of collaboration on legacy giving25th March 2022
Join The Team31st January 2022
Legacy Futures Awards 2022 expands to recognise and nurture more legacy talent10th January 2022
Share this Post