The digital landscape for charities has shifted from a static, ad hoc reflection of their offline marketing (Facebook ads based on your direct mail pack, anyone?), to a complicated, highly regulated environment defined by privacy walls and platform restrictions that leave us wondering where to go next.

Between 2020 and 2025, Meta and Google introduced sweeping changes that have torn up our traditional fundraising playbooks. Yet despite these hurdles, digital fundraising continues to be a huge opportunity for charities to win new supporters and raise more money, as long as we’re willing to evolve our strategies.

The new reality: platform restrictions on ‘social issues’

For years, charities advertising on digital channels relied on granular audience targeting to find new supporters. But despite the huge alarm bells around political ad bans in October 2025, Meta actually began removing thousands of audience targeting options related to health, religion, sexuality and more as far back as 2020.

This was followed by Apple’s 2021 iOS 14 update, which effectively blinded advertisers from using behaviour by allowing consumers to ‘Ask App Not To Track’.

From 2025, the restrictions have deepened significantly. Meta introduced further data-sharing limitations on any advertiser promoting “Medical Conditions” and “Religious Beliefs”, among many other areas that charities work hard to support.

Then, in October 2025, a major regulatory change led Meta and Google to ban and block what they define as ‘social issues’ advertising across the EU. This has left charities scrambling to find new ways to communicate about their life-changing work online and, crucially, to continue to find supporters in this new digital landscape.

The 2-step solution: mastering the middle of the funnel

All of these changes have meant that charity comms and advertising are getting less and less effective at the top of the funnel (awareness) and the bottom (direct conversion). The top of the funnel often suffers from high competition and a broad reach that doesn’t convert, while the bottom of the funnel is plagued by the rising cost per acquisition (CPA) caused by Meta’s never-ending changes. Charities must now master the “middle”.

In the middle, our goal is to grow our first-party data. By building a list of active, engaged supporter email addresses, which the organisation owns, charities can bring their supporters’ experience back under their control. You control the message. You own the relationship.

We call it the Mobilisation Model:

• Attract supporters in the middle of the funnel, using lead generation campaigns to reach and engage supporters at scale.
• Drive action by making it easy to give and give again, while sharing their voice and being an active member of your community.
• Grow your impact by maintaining contact: send more emails, more often, to drive long-term financial support.

By focusing on list growth, charities can acquire just as many donors, at competitive CPAs, but with the added benefit of thousands of contacts on their charity’s file who have raised their hand and said they’re ready to help create change.

Optimising your storytelling for digital

In the new digital landscape, the quality of your storytelling and your content becomes the primary driver of your success. When it comes to telling stories, many charities focus heavily on the “What”: the specific work they do. To cut through in digital, charities must optimise their storytelling to focus on the “Why”: the fundamental reason your organisation exists. This part of your story is often forgotten.

Authenticity is another big part of this storytelling shift. High-production, polished ads are often outperformed by authentic stories and raw images. Content needs to feel truly ‘social’, or audiences will ignore it.

Just like any other fundraising, tangibility plays a crucial role in conversion. The best performing campaigns will connect the dots between the urgent need, the impactful solution, and the simple, clear action that the supporter can take.

Innovation with more meaningful engagement: leads

To grow your file of first-party data, leading charities are moving beyond the “Donate” button and towards meaningful, engaging lead magnets that connect your audience to the causes they care about.

• It can be as simple as a hand-raiser: a values-led proposition that invites potential supporters to join your mission and make a change.
• Digital guides can help educate, inform or empower your supporter to bring your work to life in their day-to-day, like safe protest guides, sustainable living guides and more.
• Quizzes and games challenge your supporters to become closer to the reality of the work your organisation does on the front line.
• Charities are increasingly looking to spark conversations with their supporters through WhatsApp and chatbots, creating immersive, fictionalised experiences that bring their work to life.

So, what does ‘good’ look like?

By shifting to the Mobilisation Model, charities can move away from the volatility of acquiring ‘cold’ donors in a digital landscape that is constantly changing, and towards a more predictable part of the funnel.

Typical lead generation might see an average cost per lead (CPL) of £1-£4. Combine this with automated email journeys, and these leads can convert to donors at a rate of 0.5-1.25%, bringing in cash donors while filling the funnel with qualified leads.

While the initial media spend might result in a return on ad spend (ROAS) of roughly 0.30-0.50, the long-term value is found in digital donor retention. By sending more emails, more often, charities can maximise the lifetime value of these digital donors, and prospect the file of new supporters to give them more and more ways to be an active part of your mission.

So while Meta and Google continue to ban and block charities from the traditional digital pathways to finding new donors, they have not closed the door on digital fundraising just yet. Success in 2026 and beyond requires charities to stop renting their audiences from big tech, and to start owning their relationships through first-party data and meaningful, active engagement.

Josh Leigh

About Josh Leigh

With more than 15 years of experience in digital and offline fundraising, campaigning and activism, Josh Leigh has helped NGOs raise millions in financial support and connect countless people with the causes they care about. Josh co-founded Hynt, a digital fundraising agency that empowers charities and purpose-led brands across Europe. Hynt offers a unique blend of expert training and campaign support, equipping clients with the knowledge and tools to navigate the digital landscape and achieve their fundraising goals.

Main feature image by Mariia Shalabaieva on Unsplash

The fundraising world is full of tested and effective tools, and one of the most powerful yet underused in smaller fundraising markets like Lithuania is the matching grant. This method, widely popular in other countries and usually used in large fundraising campaigns, can also deliver impressive results for small nonprofits. One standout example is the organisation Augalyn, which promotes plant-based nutrition in Lithuania and successfully ran a matching grant campaign at the end of 2024.

What are matching grants?

A matching grant, or matched funding, is a fundraising method where a donor – often a business, foundation, or sometimes an individual – commits to multiplying every euro raised by the nonprofit. This could mean doubling donations (1:1), tripling (2:1), or even more. For example, if a donor gives €20, the matching partner also contributes €20. This approach boosts giving by appealing to efficiency and FOMO (fear of missing out).

Matching grants differ from matching gifts, which typically refer to employer programmes matching employees’ personal donations to charities.

How does it work?

1. Securing a sponsor: A nonprofit partners with a donor willing to match contributions up to a set amount. The terms can vary –for instance, matching only individual gifts or limiting the maximum contribution.
2. Time-limited campaigns: Matching campaigns usually run for a fixed period, such as a few hours or days, creating an urgency that motivates donors.
3. Transparent communication: Clear messaging is essential. Donors must know their contribution will be multiplied and understand any conditions, such as match caps.

How to run a successful matching grants campaign

To maximise the impact of a matching grants campaign, there are five key steps to follow:

1. Define your goal: Set a specific fundraising target and explain its purpose. For example: “We aim to raise €10,000 to help 10 people with disabilities find jobs next year.”
2. Find your matching partner: Approach existing or potential sponsors with a clear pitch. Emphasise how their commitment will inspire others to give. Such as: “Every euro you donate by February 28 will be doubled by Company X.”
3. Plan your communications: Use multiple channels – social media, newsletters, press – to highlight the match and encourage participation.
4. Share progress and reminders: Keep donors informed of milestones and deadlines. For example: “We’ve reached 50% of our goal; only 3 days left to double your impact!”
5. Thank and report back: After the campaign, communicate results and thank both donors and the matching sponsor. Show how the funds made a difference.

Real-life example: Augalyn’s success story

Meda Šermukšnė, CEO of Augalyn – a nonprofit that promotes a plant-based lifestyle – shared their experience:

“From November 19 to December 3, 2024, our organisation launched a matching grants campaign to raise €6,000 for outdoor advertising. We partnered with Oxylabs, who enthusiastically supported the idea. In just eight days, we not only met but exceeded our goal, raising nearly €8,000. Most of these donors were new supporters, and even repeat donors gave again after hearing about the match. Our previous best single-day total was €752; after announcing the match, we hit €1,206 –a 60% increase. The news re-energised the campaign and clearly showed the power of this method.”

This diagram shows the huge growth in funds raised from the public on November 26, when the matching grant campaign with Oxylabs was announced.

Augalyn’s story proves that matching grants are not only effective abroad or during large fundraising campaigns, but can also thrive in smaller markets too. It also highlights the importance of acting quickly to secure a corporate partner and of having a solid communication plan, while staying flexible as momentum builds.

Key takeaways

Matching grants are a high-impact, low-cost way to boost giving and donor engagement. They motivate even hesitant supporters by doubling or tripling their impact and can attract entirely new donor groups. For sponsors, it’s a chance to stand out, build goodwill, and align their brand with meaningful causes.

If you haven’t tried a matching grants campaign, make it part of your fundraising plan this year. The results might surprise you – and your donors will love seeing their €5 turn into €10!

Živilė Tumasonė

About Živilė Tumasonė

For more than a decade, Živilė Tumasonė has been helping non-governmental organisations to discover their power and invite individual donors to contribute to their mission. Živilė is a consultant, speaker and trainer in the fields of nonprofit organisation marketing, communication, individual and digital fundraising. She is partner at Baltic Fundraising Hub, a certified marketing specialist, and former brand manager of the only donations platform in Lithuania, Aukok.lt, with 10+ years of experience in unleashing generosity and helping NGOs to raise funds. Živilė is passionate about individual and digital fundraising, donor behaviour, fundraising communication and helping nonprofits grow.

Main picture by Honglei Yue on Pexels

In an increasingly digital world, giving donors the best possible online experience is an essential part of a fundraiser’s role.

Like many charities, NSPCC is eager to increase supporter engagement, boost traffic to its product and raise more income from regular giving. To ensure supporters receive a seamless, consistent experience when they want to make a donation, the UK children’s charity has placed a greater focus on using data to drive its digital strategy, with a commitment to continuous testing and optimisation.

The result of this sharper focus on online fundraising has been a rise in supporter engagement, a big increase in traffic to the charity’s donation site, and more regular gifts with a higher average value.

So, how has NSPCC achieved positive outcomes – and how can other charities have the same success?

Project to product: a new approach to digital fundraising

Since 2023, NSPCC has moved away from traditional waterfall project management (where project phases are completed one after the other in a predetermined order) and adopted a product-led approach to developing the journeys on goDonate, the platform it uses to handle online donations.

The charity now puts more emphasis on supporter behaviour and how it affects campaign metrics. The main NSPCC website hosts a number of different services while acting as the starting point for the donation funnel on goDonate.

NSPCC’s priorities for its online donor journey are increasing overall regular donations and the amount of income gained from them. Another key area is increasing traffic to its products, thereby boosting supporter engagement and conversions. A third objective is to gain new donors while also increasing engagement with existing supporters to strengthen those relationships.

Understanding the behaviour of supporters in the charity’s digital channels provides a wealth of user-led data from Google Analytics and other sources. With this data to hand, the charity has been able to rapidly devise and run A/B testing of hypotheses.

Testing is never treated as a one-off. NSPCC runs ongoing trials, allowing it to continuously optimise campaigns and the digital journey.

Understanding the importance of continuous optimisation

Getting the donation journey right is the key to greater engagement and conversions. Industry statistics show that only around one in five users who click the ‘donate’ button on a charity website actually make a donation. While that figure is frustratingly low, it also means that even small incremental gains in conversions can make a big difference. For example, if a charity raised £500,000 in one year through its online donation forms, increasing the conversion rate from 21% to just 23% would provide an additional £50,000 in income.

This highlights the importance of optimisation – and there are several tactics that can be used through online donation platforms to improve donor journeys. Each tiny, testing-driven tweak can make a big difference. From optimised form layouts to frictionless payment options and emotionally resonant messaging, the goal is to make the giving experience as intuitive – and inspiring – as possible at every stage. For example, by tapping into known donor motivations with compelling headlines, copy and imagery. This is an impactful way to build emotional engagement, but it’s vital to ensure all campaign messaging and content is consistent across channels.

Ensuring the charity shows up in the same way across the journey builds trust and transparency, which is as crucial when it comes to online donations as it is in e-commerce. Supporters are reassured they’re still interacting with the organisation they want to give money to because the branding is consistent: they’re in the right place.

How testing led to big donation uplifts through NSPCC’s site

To uncover real-world challenges and opportunities, NSPCC conducted usability testing with small supporter samples. One surprising insight gleaned was that when people were prompted to donate after watching a TV advert, most searched for ‘NSPCC’, clicked the first donate button they saw, and didn’t scroll.

They wanted speed, clarity and emotional connection. However, consistency in imagery, such as using the same photo of a child across ads and donation pages, was key to triggering emotional recall.

Two other successful tests by the charity have made a measurable difference:

• Simplified hero banner – Replacing donation prompts on the landing page with a single, clear call-to-action led to an increase in clickthroughs to the goDonate donation platform of just over a fifth.
• Removing a mandatory attribution field – Eliminating the question, “What prompted your donation?”, which was prone to unstructured responses and offered little insight, boosted conversion by 4%.

These successes prompted the charity to innovate further. NSPCC is now experimenting with new features designed to emotionally connect with supporters, including a ‘giving slider’.

Instead of choosing an amount, supporters can now state how many Childline calls they want to fund. The donation value adjusts automatically, linking gift size directly to impact. Early tests show donors give more when they can visualise the effect of their donation.

Meanwhile, after making a one-off gift, supporters are invited on a ‘thank you’ page to convert to a regular gift with a single click.

Online donation optimisation tips for charities to consider

In a digital world crowded with choices, every second and each click counts. NSPCC’s commitment to data-driven testing, user-centred design and innovative giving options reveals how charities can elevate their online fundraising without huge budgets, but with smart decisions.

The results are a case in point:

• 37% rise in average regular gift value
• Significant uplift in income from the direct debit upgrade campaign platform
• Hundreds of new monthly donors added through a post-donation upsell feature, generating additional annual income

The benefits of testing and optimisation, following a data-driven approach to online fundraising, are clear. Regardless of size or existing revenue any charity can also significantly boost donations through their website. Here are six tips for success.

1. Streamline the journey: Keep donation forms short. Ask only essential questions. Reduce clicks.
2. Use emotional and visual cues: Consistency in imagery and copy builds trust and boosts response.
3. Optimise for mobile: Mobile accounts for 60% of donation; ensure your forms work well on smaller screens.
4. Offer modern payment methods: Digital wallets like Apple Pay and PayPal can significantly boost conversions.
5. Personalise where you can: Personalised donation pages, which display the supporter’s name, for instance, are proven to improve conversion by up to 21%. Delivery via email or QR code are particularly impactful.
6. Test, learn, repeat: With usability studies and A/B testing you can refine your hypotheses and prove what works.

Lee Bellingham

About Lee Bellingham

Lee Bellingham is a digital product manager at the NSPCC, where he plays a pivotal role in enhancing the charity’s online fundraising efforts. With extensive experience in digital strategy and user experience, he is dedicated to improving donor engagement and maximising online contributions for the organisation. At the NSPCC, Lee oversees various projects that leverage data-driven insights and innovative tools to optimise the online donation journey. His expertise in A/B testing and user-centric design has been instrumental in implementing successful strategies that foster deeper connections with supporters.

Vicky Reeves

About Vicky Reeves

Vicky Reeves is founder and CEO of goDonate, an online donation platform supporting UK and global charities. With more than 20 years’ expertise in digital fundraising and the technology that drives it, Vicky focuses on helping charities to maximise online donations through smart tech and exceptional UX. She was a trustee of the charity arm of the British Museum for eight years, helping the organisation to maximise its online fundraising and use technology to drive digital donations. She has been a finalist in the Digital Champion category of the Third Sector Awards, and was shortlisted for the Fast Growth Business Awards Female Entrepreneur of the Year.

In today’s digital landscape, gaming fundraisers have emerged as a powerful tool for nonprofits to connect with younger, tech-savvy audiences. Even organizations without a presence on platforms like Twitch can benefit by partnering with influential streamers or gaming communities. These collaborations not only raise funds but also create meaningful connections with demographics often out of reach through traditional media.

Charity gaming events have gained traction in France, with flagship initiatives like ZEvent, which raised over €10 million in 2024 to support various causes. But impactful results aren’t limited to large-scale projects. Smaller events, such as speedrunning marathons, demonstrate how grassroots gaming communities can drive support for charities – sometimes even without the organization’s direct involvement.

For nonprofits with larger budgets, hosting your own gaming event is an option, as exemplified by Gaming for Sidaction. While these events require significant investment – venue rental, high-speed internet, and accommodating streamers – they offer a dual benefit: raising funds and building awareness, all while demonstrating the power of gaming to engage audiences and amplify causes. Drawing from my experience as the project manager of Gaming for Sidaction, I’d like to share some key insights into what it takes to bring such an ambitious initiative to life…

Let’s get straight to the point: How to organize your own gaming event

Three years of Gaming for Sidaction have been an invaluable source of lessons. Managing a six-figure budget over that time has provided key insights into costs that might initially seem exorbitant for such an initiative.

Get the tech right

Just as Formula 1 cars need proper roads to race, you can’t gather streaming experts in a space with inadequate equipment. This brings us to the first major expense: securing a venue. You’ll need a location available for three days and two nights, capable of hosting dozens of people with ultra-high-speed internet connectivity. Staying with the car analogy: you won’t win a race with an old jalopy. Renting the right equipment for the activity is essential. This includes dual monitors, webcams, microphones, or even high-end graphics cards. Reliable ultra-high-speed internet, with round-the-clock technical support, is non-negotiable. Providers offering such services are few and far between in France, making it a challenging area for us to cut costs in.

Look after your streamers

If you’re still motivated to produce your own gaming event at this stage, remember that it’s fundamentally about hospitality. You’ll need to cover travel costs for your streamers, feed them, and possibly provide accommodation if they’re not local. This is where partnerships can help: brands specializing in beverages or snacks might provide supplies in exchange for visibility. Streamers can showcase these products during live streams, potentially reaching hundreds of viewers within their communities. This kind of exposure is particularly appealing for emerging brands or smaller companies outside major corporate groups.

While cutting corners is an option, remember that streamers participate voluntarily, rally their communities, and deserve a minimum level of comfort in return. Think of it as an investment in the future: streaming is often their full-time profession, and they are in high demand throughout the year. Providing excellent conditions leaves a lasting positive impression. If you plan to establish an annual event, these same streamers are more likely to return, potentially with larger audiences after a year of growth. As with any endeavour, always think long-term.

Connect with your audience

Gaming for Sidaction

Now that you have a venue, equipment, and motivated streamers, it’s time to focus on your audience – the future donors. They’ll only stay engaged with your live stream if they’re entertained and feel connected to your cause. Plan contests and giveaways to keep their interest. Promote these on social media to attract more viewers.

Some highlights from our Gaming for Sidaction events included live games. Ask your streamers about their communities’ interests. This world has its own unique codes, and it’s perfectly normal to be unfamiliar with them initially. I was surprised when we were advised to host a live sumo wrestling contest or a mini-golf tournament! Many streamers have retained a childlike enthusiasm, so don’t be shocked if you end up renting costumes or activities typically associated with kids’ parties.

Don’t forget to showcase your organization

Beyond entertainment and fundraising, a setup capable of gathering thousands of online viewers is a golden opportunity to showcase your organization. Consider incorporating interviews with your leadership or field workers to explain exactly how the funds will be used. In short: be concrete. Building awareness among younger audiences, especially niche groups found exclusively on platforms like Twitch, is challenging. Events like these offer a unique chance to reach them where they are.

Of course, there are many other aspects to consider, as hosting a gaming event is a complex project requiring multiple providers. But this gives you a solid overview. In my experience, this type of initiative often proves to be a positive and rewarding adventure. It not only strengthens your pool of potential advocates but also expands your network of prospects and even attracts new volunteers. The benefits are numerous, even if not always immediate.

I’m grateful for the valuable experience I gained from managing such projects. It remains a valuable achievement I’ll carry forward. If you have the resources, such initiatives can be a worthwhile investment for your organization.

Anthony Cotte

About Anthony Cotte

Anthony Cotte works in digital communications, focusing on social media for the nonprofit sector. With over a decade of experience in journalism, he combines storytelling expertise with data-driven strategies to support impactful campaigns. Anthony spent five and a half years at Sidaction, including three years as project manager for Gaming for Sidaction, blending innovation and advocacy to raise awareness.

Corporate giving has long been established as playing an important role within the charity sector, by connecting both public and private businesses and their employees with causes that they care about or with which they can have a direct positive impact. This can take many different forms, from voluntary cash donations, matched employee fundraising, volunteering, payroll giving and other initiatives including in-kind donations of skills, time and resources.

In some countries though, corporate support has fallen in recent years. In the UK for example, while organizations no longer need to declare their charitable donations due to changes to the Companies Act in 2013, ESG reporting requirements mean many continue to do so. The latest CAF Giving Report shows that in 2022, FTSE100 companies donated £1.85bn to charitable organizations. This equates to just 0.8% of their annual pre-tax profits; down from 2.5% in 2016, and a real-terms decline of 17%. Despite this, 39% of charities surveyed in the 2024 Enthuse Charity Pulse Report still anticipate growth in corporate giving overall in 2024; making corporate giving a highly competitive area within the charity sector.

So how can nonprofits ensure they’re in the best possible position to win a company’s support? Here are some tips.

Understand what’s in it for them

Since the pandemic, I’ve started to see more of a shift within corporate giving towards longer-term strategic partnerships that are mutually beneficial for both charities and businesses to help create social change. A quote from one of my corporate partners, NOT in the financial sector, always sticks in my mind: “we’re not a bank”. With so many charitable organizations to choose from, companies are more able than ever to be selective in the charity (or charities) they choose to support, to maximise their own benefit to create a two-way partnership.

During the research and application process, it’s vital that you ask yourself what’s in it for them? What can they get from your charity that is different from others? And don’t be afraid to ask the question of what they want from your charity. Is it to support their ESG goals? Help with staff retention? Volunteering opportunities? Bespoke events? Skills and learning opportunities? What can your charity bring to their business? And most importantly, can you actually deliver what they want? Understanding this is vital to success.

Air Ambulances UK supports the lifesaving work of the 21 air ambulance charities across the UK

Personalise your approach

Ultimately, people donate to people. As a sector, we know the importance of building relationships with our donors, and people within corporations are no different. Understanding the people within your target company at all levels, not just the senior leadership, will help to form a more personalised pitch that is compelling across the entire business. In such a competitive arena, a blanket approach to your target corporate list simply won’t work. You need to understand each company individually as what works for one pitch, is highly unlikely to work for another.

Try contact mapping

I always suggest doing a quick contact mapping exercise across your charity at all levels (if possible) before you approach an organization; particularly for larger companies. You would be amazed at how often someone knows someone (or knows someone else who does) within your target corporate. Even a quick LinkedIn search for any first or second level connections is always useful.

Be patient

Corporate partnerships take time. Lots of time. And often, multiple attempts before you begin to see even the smallest amounts of success. Patience is key when it comes to corporate giving!

Last year we were successful at winning a partnership with an organization that we had originally begun talking to back in 2019. We were lucky enough to have the opportunity to get to the final pitch in 2020 against two other charities… but we weren’t successful. We were so close, and yet so far.

If you fail, ask for feedback

But this is where our opportunity began. We asked for feedback. Full and honest feedback – knowing it may not all be pretty! The fact that we got to the final two was proof enough that our cause was one that resonated with them and so we were over the first hurdle. But what was it that the winning charity offered that was more relevant to them? What areas did they think we needed to consider more carefully when talking with them? And importantly, did our pitch effectively convey everything that we hoped that it would? We had lots of positive feedback from the corporate, and some areas they suggested that we look at. And so we did…!

Don’t be put off by failure

Despite being unsuccessful, we kept communication with them open to continue to build those relationships and to make sure that if there was a future opportunity to pitch, we would get the chance once again. We made sure to see what they were publicly celebrating with their new charity partner and noted what activities their staff were getting engaged in. Although we didn’t yet have the partnership, we were utilizing the time to learn more about who the people in the organization were and what was important to their business from their charity partner. When the time came to apply, and then pitch, again, we knew that we were able to put together a strong pitch that was relevant to them, based on all our learning over the past few years. All that effort paid off, and we won the partnership!

Give it your all

Corporate giving is a tough space to be in, but it is also hugely rewarding. Don’t be put off by failure. You have to remember that it’s not personal, to you, your charity or the cause that you support. Sometimes it’s just not the right time and often it can take multiple applications to the same corporate organization before you even get shortlisted!  It’s vital that you learn from your unsuccessful pitches and don’t be afraid to ask for feedback. Be honest with yourself about what you can offer that corporate, and can you actually deliver what it is that they need? When the time comes to pitch, make sure your message is clear and concise. Prepare, practice, rehearse, and give it your all.

Carla Yarrow

About Carla Yarrow

Carla Yarrow is corporate partnerships manager for Air Ambulances UK (AAUK); a national charity supporting the work of the UK’s 21 air ambulance charities. She is passionate about working closely with AAUK’s national corporate supporters to maximise the impact of corporate partnerships and, together, help improve patient outcomes and save even more lives. Prior to working in the charity sector, she spent 11 years working in the hospitality industry looking after charity partnerships for one of the UK’s leading hotel management groups. Carla is also a committee member of the Chartered Institute of Fundraising’s Payroll Giving special interest group.

Commercial organisations of all shapes and sizes seek nonprofit partners, but while the offer may be compelling, there’s a job to be done to ensure that any partnership is sustainable, and holds value for both sides. Here are some tips.

Understand your nonprofit’s values & needs

Firstly, the nonprofit’s values and needs must be clear and at the forefront internally, with a strategy in place to ensure due diligence is carried out into every potential partnership to assess risk and ethical rapport, and that all activity carried out under that partnership is beneficial for the nonprofit and its work.

Giordana Giambanco, Oxfam Italia

Giordana Giambanco, corporate engagement specialist at Oxfam Italia shares:

“At Oxfam Italia, we start by identifying companies that are integrating environmental and social impact into their core business operations, aligning closely with Oxfam Italia’s mission. These companies are not only aligned with our mission but also committed to improving their practices in ways that benefit society and the environment.

“To ensure these partnerships thrive, we begin by establishing clear and mutual goals. We send useful materials on themes identified for collaboration, laying a foundation of shared knowledge and objectives. This initial step fosters mutual understanding and sets the stage for a strong relationship.”

Do your research

A second key step is to do your research into any prospective partner: their mission, values, and previous projects. This will help you to better understand whether their goals and values match yours, and how you might complement each other.

Anette Koivisto, MIELI ry

Anette Koivisto, corporate partnerships specialist at Finland’s MIELI ry shares:

“Before the first meeting, I thoroughly review for example the company’s corporate responsibility and values. I consider how a partnership with MIELI ry could align with the company’s goals. Social responsibility is currently a hot topic, and alongside environmental responsibility, companies want to invest in it. I also follow news and press releases about the company and topics that company leaders talk about. Collaborations based on the company’s values, responsibility, or business goals can offer a stable foundation.”

This understanding of how your nonprofit can create value in the partnership is essential, as is having a general understanding of the corporate world and how it works.

To this, Rolf Bangsgaard, partner & adviser at Denmark’s Raform adds:

“You need someone who can talk and understand the language of corporate. That’s the biggest challenge. I would always come to a company with an idea, having done my research, understanding what might be the challenges and pain points that the company has, and how we could solve our problem or common problems together.”

Fulfil your side of the deal

Certainly, entering into a strategic partnership is not as simple as receiving a donation and then sharing what you’ve achieved with it. For success there has to be an understanding of what the nonprofit itself needs to deliver to create value for its partner – and the ability to do so.

Gunn Inger Røkke Ruud, Salvation Army, Norway, Iceland & the Faroe Islands

Gunn Inger Røkke Ruud, strategic adviser corporate partnerships, Salvation Army Norway, Iceland & the Faroe Islands says:

“High level partnerships demand a high degree of involvement in your core business, and capacity and competence in areas that are strategically important for your partner – they’re not just about receiving funding and pro bono support. You need to make sure you’re on track with what you said you were going to do and deliver your side of the deal so that they find the partnership valuable as well. This also means being able to measure and report back on activity and achievements. Partnerships require work on both sides.”

Stay connected

Communication (or the lack of it) can make or break a collaboration. In fact, the most common reason partnerships fail is because the expectations haven’t been made clear, and the NGO has agreed to deliverables it’s unable to meet.

Everything from objectives, to responsibilities, and ways to measure success need to be established up front. Then, on an ongoing basis, regular dialogue and meetings, as well as the sharing of both successes and challenges are essential for building and sustaining mutual trust.

MIELI ry’s Koivisto says:

“It is important to develop the partnership over the years, and therefore, we brainstorm new ways in which we can support the company and how they can showcase this in their communications and marketing. I also try to get the entire company’s staff more strongly engaged if they aren’t already involved. I aim to interact with several decision-makers within the company, as a broader network and message reach within the company strengthens the foundation for a deep partnership.”

Francisco Fernández, Fundación Gmp

Sharing Fundación Gmp’s experience, director Francisco Fernández says:

“Ultimately, it’s about ‘balance’. In our collaboration with the Federation of Autism of Madrid and the AUCAVI Foundation in the Autism Commitment project, we ensured we aligned our expectations and objectives from the beginning. We have maintained constant and transparent communication, organizing monthly meetings to evaluate progress and discuss any issues. Furthermore, we value our partners’ expertise in the field of autism and respected their recommendations, which has been crucial for the project’s success. Thanks to this collaboration, we have been able to provide effective tools and strategies to the staff of various educational centres, benefiting numerous children with autism.”

Put measurement processes in place

Measurement is another key factor in any strategic partnership. But, while it’s relatively simple for a nonprofit to assess the impact of a partner’s support on its work, the value created for that partner can be harder to define.

One potential impact measure companies can use is how many people (for example) it has helped. Data can also be collected on the reach of messages about the partnership and feedback gathered from the partner’s stakeholders on how the partnership has affected their relationship with the company. Retention and recruitment is a possible KPI, as is how goodwill or positive brand impact translates into better sales, and whether the brand is living up to investor expectations.

Rolf Bangsgaard, Raform

Bangsgaard adds:

“Impact measurement is the most difficult part of partnership, but something else a nonprofit can measure is how it creates value by giving the company authentic content for their ESG reporting. Companies need to work out how to meet ESG standards, and how to get a B Corp certification. So that really is a value creator, because how would you otherwise figure out how to really make a difference on your ESG if not with the help of people understanding projects from the NGO side of the business?”

Learn from others

Learning by example of course also has enormous value. Below, the Salvation Army Norway, Iceland & The Faroes and Oxfam Italia share examples of corporate partnerships that have been successful for them.

– Case studies –

Salvation Army Norway, Iceland & The Faroes: transforming a longstanding partnership to provide more

Credit: MesterGrønn

value to both sides

Salvation Army Norway, Iceland & The Faroes’s partnership with flower shop chain MesterGrønn started over 25 years ago when Norway introduced a charge for plastic bags and the brand chose to donate the one krone/ 1 NOK charge per bag to the nonprofit. Over the years, this has provided a substantial sum of money: every year MesterGrønn donates around one million NOK from the sale of the Salvation Army’s rose bouquet and a contribution from the bag sale to the Salvation Army’s humanitarian work. Both parties were content with the status quo.

However, in more recent years, seeing how the brand has developed its corporate support offering in partnerships with other nonprofits, Gunn Inger and her team started looking at how they could develop their partnership to make it more fulfilling for the brand, and to provide greater value for both sides.

The Salvation Army’s addiction care is recognized for its expertise and help for people with drug problems, many with bad life experiences and long-term drug use. To make it a more strategic partnership, the nonprofit decided to earmark MesterGrønn’s donation to support this work. This has made it easier to show them exactly how it is being used, and to measure and report back on what their support has achieved.

Gunn Inger says:

“It also makes it easier for them to get more involved, to understand the work that they’re supporting and to talk about the partnership. For example, if they want to pay us a visit, we know where to take them and who they should talk to. They’re also very interested in getting people out of addiction and helping them find a job.  We’re now in the process of combining our efforts into a strategic project that is based on our shared value. This has brought our work closer to home for them and made the partnership feel more relevant and important. We’re also now planning with them throughout the year so they know what’s coming up, enabling them to start budgeting for this partnership alongside their others.

“It’s about having that business mindset and understanding where the value of this partnership is for them. It started like a lot of older partnerships with them making donations, but now we’re trying to be more relevant, to show them our competencies and expertise, and that we understand the business side of the partnership, and asking them to make more of an impact.”

Oxfam Italia: achieving social awareness & commercial success through partnership

A great partnership for Oxfam Italia is with Narratè, a “beverage design” company from Italy. Narratè has created a product that combines a brief story with a tea or herbal infusion, designed to be read in the exact time it takes to brew the tea – five minutes.

The product is fully customizable in terms of graphics, text, and blend, allowing any content to be used to convey a message, whether for sales, institutional, or entertainment purposes.

In November 2022, Oxfam Italia became a retailer of Narratè products in its online shop, and by Christmas, these products were the bestsellers of the year. The success of this collaboration led to the creation of a dedicated editorial series called “Human Rights Makers” in March.

This series focuses on peace and human rights, featuring stories about significant figures such as Gandhi, Martin Luther King, Nelson Mandela, Maria Montessori, Les Madres de Plaza de Mayo, and Malala Yousafzai.

The concept of this editorial line is to “Have a tea with…” where readers imagine sitting down with a great personality and listening to what they might share during the five minutes it takes to brew their tea. Written in the first person, each story is crafted to be empathetic and straightforward, allowing readers to feel as if they are receiving personal insights directly from these historical figures.

This partnership has achieved several significant milestones:

Increased Engagement: Narratè’s format, particularly with the “Human Rights Makers” series, has effectively captured readers’ attention, providing a unique and enjoyable way to engage with important social and cultural themes while introducing Oxfam’s mission to a new audience.

Sales Success: Narratè products have been well-received, becoming the top-selling items during the holiday season.

Cultural Impact: By involving talented writers capable of capturing the essence of important characters and themes, the partnership has produced content that is meaningful and accessible to a wide audience.

Employee Engagement: The partnership has also become an employee engagement initiative focused on human rights. This is important because involving employees in meaningful activities not only increases awareness and knowledge of important social issues but also demonstrates the company’s commitment. Engaged employees are more motivated and likely to support the values and mission of the organization that the company has chosen to support.

Giordana says:

“This partnership exemplifies how a creative and well-aligned collaboration can not only promote social awareness but also achieve commercial success, providing a sustainable model for future initiatives. By incorporating employee engagement, the partnership strengthens internal culture and reinforces the commitment to human rights, benefiting both the company and its employees.”

In Poland, the Empowering Children Foundation has operated Helpline for Children and Youth in Poland for 15 years, with specialists answering over 50,000 calls a year from children in need of help. Providing this professional assistance however requires several million Polish zlotys annually (with 1 million zlotys equal to around 235,000 euros).

Bold decisions in difficult times

During the initial years of operation, around 50-60% of the helpline’s budget was financed by the Polish government. Later, this support decreased to just 5%, and then in January 2022, the PiS government unexpectedly decided to withdraw its support altogether, creating a crisis situation for the helpline staff. In response, the organization decided to appeal to the Prime Minister through a petition published on its webpage, requesting an explanation for the withdrawal of its support. It was a risky decision, with such a public confrontation running the risk of all government funding being suspended. Nevertheless, the critical situation forced the organization to take action, and it published the appeal the day after the news broke.

The petition

Widespread response thanks to Instagrammers

Widely covered in mainstream media – radio and television – the petition gained significant interest. But it was after popular influencers became involved, including bloggers from Make Life Harder, a profile followed by 1.5 million people on Instagram, that things really took off. After they published a post, a massive movement began, and a wave of signatures followed, topping 100,000 within a few days. A fundraising campaign was also launched on one of the crowdfunding platforms, zrzutka.pl, by an entrepreneur associated with Make Life Harder. People immediately started donating. The organizer himself said that the result exceeded his wildest expectations: “I sat and refreshed the page time after time, watching the amount grow each time. It was incredibly beautiful!”

The crowdfunder

Ultimately, the equivalent of over 470,000 euros were raised, with more than 40,000 people donating to support the helpline. This alone was a great success, but it wasn’t the end.

Telemarketing as a continuation of the campaign

Out of the 100,000 people who signed the petition, over 40,000 left their contact information in the form of a phone number – an optional feature in the petition signing form. Within a few days, the Foundation launched a massive telemarketing campaign. A call centre, experienced in fundraising campaigns and already working with the Foundation, undertook its execution, making it possible to start the campaign quickly.

The telemarketing team consisted of 8 people, all trained in knowledge about the helpline, the Foundation’s operations, and with the latest statement from the board regarding the appeal to the Prime Minister. They contacted people who had signed the petition, asking them to consider providing regular monthly support to the Foundation by setting up a direct debit for a fixed amount. Almost 2,000 people (5% of the entire database) agreed to this form of support.

Donors were asked to contribute a minimum of 8 euros per month, ultimately generating income of around 16,000 euros for the organization, or over 190,000 euros annually. Together with the funds raised from the campaign, this amounted to 660,000 euros. It was enough to enable the helpline to safely continue its operations. Additionally, the communication cycle about the Foundation’s actions resulted in further donations to other Foundation appeals. Some of those contacted also participated in a campaign asking people to allocate 1.5% of their taxes to the organization – one of the options available in Poland and the Czech Republic as part of annual tax settlement arrangements.

Factors for success

Building the organization’s image and social capital

As well as providing financial resources, the petition contributed to building a large base of people supporting the Foundation, increasing its recognition among various recipient groups it had not reached before, and establishing itself as an expert authority in helping children at risk of violence. All of this was possible thanks to the organization’s experience gained through previous actions on a much smaller scale. The situation necessitated an immediate response, and in these circumstances, it would have been impossible to build the mechanisms for petition signing or find subcontractors for telemarketing campaigns without prior experience.

Professional database

A significant role was played by a professional CRM solution (Salesforce) integrated with the petition signing form, and the call centre had a developed process for sharing and updating data. The fundraising team had real-time access to current reports and campaign progress. The system was also configured to automatically register anyone who signed the petition and send them an email thanking them and proposing regular support.

Involvement of the PR team

The preparedness of the communication team was also crucial; they swiftly prepared a crisis statement, maintained ongoing contact with the media, and handled all enquiries. Those prepared for media appearances were the chairperson of the board and the coordinator of the helpline. If communication had not been handled so efficiently, the organization might have faced not only a financial crisis but also a reputational one.

5 key principles of crisis response campaigns

1. A previously tried and tested call to action, for example: sign a petition, make a donation or send an SMS, with a direct and easy to understand message. During such campaigns, everything happens so quickly that there is no time for learning on the go or for a comprehensive response to errors.
2. A prepared statement on the organization’s official position and fully briefed employees whose role it is to speak to the media – all media contacts should be directed to these individuals. One unprofessional or unguarded statement can have a very negative and lasting impact on your organization’s image.
3. A readiness to capitalise on the response, from supporters and donors, as well as influential individuals with large audiences. In times of frustration, people want to feel that they can do something. This is energy and motivation that must be utilized.
4. An awareness that crisis response mobilizes the entire team, and may require more commitment than the anticipated work time. It is important for employees and volunteers to feel appreciated and have clear information about both expected involvement (“Be prepared for media/donor contacts, even on weekends”) and compensation for overtime.
5. Ability to leverage the image potential and social engagement built during the crisis. Follow-ups, updates on the current situation, or information about campaign progress are invaluable and can generate greater revenue than the campaign itself. For Empowering Children Foundation, the readiness of the team, both in terms of tools and operations, enabled the swift and effective implementation of the campaign, ultimately saving the helpline.

Being prepared to respond to a crisis is a significant challenge and a test of an organization’s and team’s performance – but it can yield spectacular results.

Magda Sadłowska

About Magda Sadłowska

Magda Sadłowska is a fundraiser and manager with 20 years of experience. As a board member, she was responsible for building financial security as well as PR and communication at the Empowering Children Foundation; previously, she managed the fundraising team at Amnesty International. She trains and supports NGOs in creating communication and fundraising strategies and plans. Together with Enxoo sp. zoo, she creates dedicated NGO solutions for digitalization and automation of activities.

Main picture by Cheryl Holt on Pixabay

Once upon a time there was a little girl who lived without a father and mother. She only had her clothes and a piece of bread. One day she went out into the forest. There she met poor people, each in turn to whom she gave her bread, her dress and finally even her undershirt. The girl stood there, with nothing left. Suddenly stars fell from the sky and turned into many coins. She wore a dress again. She collected the coins in her dress and was rich for the rest of her life.

This famous fairy tale by the Brothers Grimm, “The Star-Money”, is probably the favourite fairy tale of all fundraisers. It makes clear what every donor can experience: whoever gives, will be given to. But it is also a good example for us in another way: it is a story that touches our hearts. In other words, the stuff fundraisers’ dreams are made of.

The value of good stories

We all know that fundraising thrives on good stories. Stories make us empathize, identify with the hero and intuitively understand the problem for which help is needed. People donate for people. Not for organizations. That’s why good stories bridge the gap between donors and charities. Studies have shown that appeals for donations with a story are up to ten times more successful than those without a story.

To be able to tell good stories ourselves, we need good examples. And fairy tales, the oldest stories in the world, are very good examples.  But what can we learn from fairy tales such as “The Star-Money”, “Cinderella” or “Bremen Town Musicians”? And why have such stories fascinated people so much for over 6,000 years?

What makes fairy tales so compelling?

The special thing about fairy tales is that they have both a visible level and an invisible, subconscious one. This is because fairy tales are an expression of the collective unconscious. They speak directly to our subconscious. If we also know that we make our decisions, including those to donate, predominantly from our subconscious – which knows we want to donate to (for example) flood victims before we know it! – then the importance of fairy tale stories for fundraising becomes clear.

Typical fairy tale elements and how to use them

The following elements are typical of fairy tales and they are also what make our stories successful:

1. Narrative elements The story has a hero and good wins in the end. The hero is often supported by friends and helpers. Such narrative patterns make strong stories. The little girl fighting for her life in the leukaemia ward who, thanks to her plush horse “Cinderella” – and her parents, who can be with their daughter with the help of a residential facility financed by donations – has the strength to get through the therapy and get well, is one such story.
2. Linguistic elements The language in fairy tales is simple and unaffected. They are written in main clauses, not subordinate clauses. In verbs, not nouns. In the active, not the passive voice. Important sentences and words are repeated. This is how we should tell our stories too. A story that cannot be read and understood by children is neither a good story for our adult readers.
3. Symbolic elements Every fairy tale has symbolic elements. Little Red Riding Hood’s red hat, which refers to the “revolutionary” leaving of the path, or the seven dwarves who bring good luck to Snow White. Gates and doors are also highly symbolic in fairy tales. I remember writing a story for a charity organization in which an orphan boy runs away from his grandma to find something to eat. Eventually he knocks on the gate of one of the organization’s schools. And the moment he is allowed through the gate, his life changes. The next day, he sits on a school bench for the first time.
4. Psychological elements Fairy tales are based on a so-called ethics of events. Our sense of justice should be brought back into balance. Fairy tales tell us how the world should be. This should also be the theme of our stories. The more clearly and colourfully we create images of a good world in our stories, the more people will donate to us.

So, read a fairy tale again! From the Brothers Grimm, Hans Christian Andersen, 1001 Nights or from an Irish fairy tale book. And let yourself be inspired. In the best case scenario, the next time you send out a fundraising mailing, it will rain stars from the sky.

Dr Christian Gahrmann

About Dr. Christian Gahrmann

Dr. Christian Gahrmann is an expert in strategic fundraising and a passionate storyteller with twenty years of professional experience. His consulting focus also includes grant management and fundraising on the internet and social media. He advises local, national and international nonprofit organizations.

Main picture by Pixabay

The annual planning season. An exciting time with kick-offs, brainstorming sessions, and break-out sessions. The big question that needs to be answered is: what are we going to do? That question can be answered in various ways. My advice: outline your program, both in text and numbers. Do you want to fundraise in a data-driven way? This is your chance!

First, take a step back

If all goes well, every fundraising program has a vision that answers the question of where we want to go and why. This aligns everyone’s efforts in the same direction. Understanding where we want to go and why we want to go there makes the journey much more efficient. Next, we create our strategy, which answers the question of how we will reach our destination. How do we go from the current situation to the desired situation as quickly and efficiently as possible? The final step is translating this into what we will actually do. These are the things that will go into the annual plan.

So, it’s an accumulation. From vision to strategy. And from strategy to plans.

Working on annual plans without a vision and/or strategy creates a lot of noise. The limited resources at our disposal will not be optimally utilized. As a result, the desired outcome may not materialize or will take much longer.

Everything we want to do is written down and hung on the strategy hook. This ensures that we don’t waste our energy on things outside our strategy.

Translating to data

Once we have qualitatively outlined our activities, the goal is to quantitatively develop them. We want to verify whether the steps we take lead to the intended goal. As fundraisers, we’re fortunate: almost everything can be calculated! Both beforehand and afterward.

These days, we see more and more organizations calculating everything afterward. Great! But data-driven fundraising actually starts at the beginning. The plans we make need to be translated into numbers so that we can predict the profitability of our investments. Based on such a prediction, we decide whether to step on the gas pedal.

You hear it often: we need to optimize this and that. However, optimization remains an empty term if you don’t translate it into numbers.

Your entire program must face it: translate it into numbers. This is not rocket-science. These are the basics of fundraising. It’s about the investment dynamics behind fundraising. What do you put in, and what do you get out? That is fundraising.

There are quite a few benefits to working in this way:

• Every business case hidden in your program becomes transparent. Investment choices are no longer made based on feelings but on data.
• You teach your team and organization data-driven fundraising in practice. Everyone contributing to this is confronted with the facts of what fundraising is about. Input and output.
• You create more engagement and knowledge within your management and board. They decide on the available budgets. A convincing story about what the investment will yield in the long term is crucial for what you ultimately get to invest.

The annual plan is a wonderful opportunity to give data-driven fundraising the attention it deserves. Outlining your long-term plans is one of the most important steps you can take to be successful in fundraising.

Data-driven fundraising starts with your planning.

Reinier Spruit

About Reinier Spruit

An experienced fundraising professional in the nonprofit sector, Reinier Spruit has a passion for individual giving and a better world, specializing in interim management, advice and the planning & monitoring tool for fundraisers ­­– Forward. He is the founder of Reinier Fundraising, and of several initiatives including fondsenwerving.blog.

Main picture by fauxels on Pexels

If you work in acquisition, especially face-to-face, you’re aware of the high number of people who cancel their gifts shortly after signing up. This poses a costly problem for charities and agencies. However, there is a fix. By incorporating three crucial data points into our practices and acting upon the insights they deliver, we can significantly enhance retention rates.

The first data point is the supporter’s connection to our cause: their identity. The second is the strength of their relationship with us: their commitment. Lastly, we need to consider their satisfaction: addressing their basic psychological needs.

Asking the right questions

To gather this information, we simply need to ask the right questions during face-to-face conversations. In our normal conversations, we can measure commitment and enquire about their personal connection to our cause or their experiences related to it. Standardizing these questions and recording responses into the recruitment data is essential for being able to really do something with it.

In terms of supporter satisfaction, by measuring autonomy, relatedness, and competence we gain insight into their feelings about their interaction with us. We can email supporters shortly after sign-up, similar to customer service follow-ups, to gauge satisfaction and provide tailored responses. Obviously, a donor feeling good about the interaction with the recruiter needs a different follow up to one who doesn’t.

Revolutionizing your approach

Armed with this information, we can revolutionize our approach. Quality becomes the focus of our arrangements with agencies. We can train and incentivize fundraisers based on meaningful metrics. Understanding supporters on a deeper level enables us to personalize their journey and avoid giving “newly” signed up supporters all the same welcome and follow up. Because, as fundraisers can tell you – they are not all new in the same way to your charity or cause. Some may have done volunteering in the past; others might have already given. Some have a really good understanding about the cause; others less so. We cannot handle all of these in the same one-size-fits all welcome journey.

By using these metrics, we move away from a world where quantity is the sole measure of success. Real-time dashboards help us track the quality of supporters brought in by fundraisers. We can identify what attracts satisfied and dissatisfied supporters and engages high or low-commitment individuals. Targeted interventions and adjustments can be made. By better understanding the possible strengths and weakness of individual fundraisers, we can also move to a more tailored training program for them.

Furthermore, combining more relevant data, data analysts can build predictive models that allow us to identify supporters likely to leave soon after sign-up. Early intervention calls, prioritized on the likelihood of them leaving, can be highly effective in improving retention rates. This as a part of more personalised donor journeys.

As a sector, we have wasted decades due to poor retention rates. Now, with the availability of predictive data, we can make genuine progress for the causes we care deeply about.

Ilja De Coster

About Ilja De Coster

Ilja De Coster is fundraising and data strategist at international fundraising consultancy The DonorVoice. He is also the founder and vice-president of the Belgian fundraising association, Fundraisers Belgium, and was the first person in Benelux to gain the Chartered Institute of Fundraising’s (UK) European Certificate in Fundraising.

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