Accidental Savers into Deliberate Donors? 

The ONS have reported that there are 6m accidental savers as a result of Covid. It is also reported that there are 9m people experiencing financial issues as a result of the pandemic. Trying to steer a course between the two may not be easy but it is a course well worth steering. The experience of food banks, during the pandemic, does indicate a desire to meet need where it is communicated. Can ‘accidental savers’ be encouraged to donate to worthy causes?

How do we communicate need?

Almost certainly the answer is to communicate what a donation will achieve. A shopping list approach raises the horizon of a potential donor. An example list may be

• £5.00 could enable an extended visit for our respite at home service. 

• £20.00 could enable the hire of a hall for an older persons loneliness club.

• £100.00 could enable lunch to be provided for 40 lonely older people. 

Somewhere in the communication needs to have an indication that, in the event of over donation, funds will be used for general charitable purposes. You don’t want a situation arising where the phone lines are staffed but the back up services that enable signposting are not well resourced. 

It is important to be aware that people give to all kinds of causes. Birmingham City Council currently have a  crowd funding campaign to support habitat for slow worms. A four figure sum has been raised in less than three weeks. 

Further, it is vital to be even more aware that not everyone who reads your appeal will be in a position to respond as they would wish. Some will not be in a position to respond at all as shown by the figures in the opening paragraph of this article. So, it is a very good idea to get at least two other people to read what you intend to say before it is communicated to the wider world. 

How do we enable people to give?

By far and away the easiest method is to use an online platform. Just Giving is the most well known. Local Giving is less well known but, from time to time, has match funding challenges where donations can be doubled. This is ideal for encouraging supporters to make a donation. It is also ideal for encouraging accidental savers to give as their money will go further. You must choose your own platform. The following characteristics are helpful: 

• Anonymous donations have to be possible – where the platform knows who has given and you do not. Many people like this option as it removes the fear of follow up mail shots etc.

• Gift Aid is possible on donations with the platform making the claim for you. This saves time for you.

• Whilst there may be suggested donation sums it is important to allow donors to make a choice themselves.

What do we do when people have given? 

The first requirement is to use the money in line with the terms of the donation. If there are limitations imposed on a donation it creates a restricted fund. Otherwise it is important to say thank you – using contact details if provided. If contact details are not provided a general thank you on your website and in your annual report and accounts will have to suffice. This should make reference to the appeal and speak about what it has achieved. For example

“Our older persons appeal resulted in £1,465 and with this money we held :10 older persons lunches; 20 pop up cafes for lonely older people; and 55 extend visits under our respite at home service. Thank you for making this happen”. 

What next? 

Have a look at what your organisation could do with a modest sum of money and try an appeal. If the target is relatively small it has a greater chance of success. You can then communicate that success. 

People respond to positive messages. If you only issue financial communications when it is a crisis (we need £600 by Friday or we have to stop doing X) then it always will be a crisis. If regular (note that the word regular is not the same as frequent) supporter requests are issued which explain what the money will do as well as reinforcing what it has done there should be a greater response and that will lead to greater supporter stakeholder engagement.