Strong organisational values, openness to change and the active support of the charity's leadership were all recognised, along with the identification of fundraising as a skilled, but different kind of charity job. Every charity wants to know who their potential major donors are but donors may feel threatened by knowing they had been singled out and were targets for action. Creative, considerate and strategic management of relationships with individuals within a major donor programme can be rewarding for both donor and charity. Committed donors can also become major gift prospects with the right stewardship. Kirsty Lynn, Director of Development with the Orchestra of the Age of Enlightenment, will draw on examples from her experience in the education and arts sectors to show how low level donors can form a key part of your strategy.
Effective legacy fundraising therefore relies on building trusting, long-term relationships.
Givers of money or time are valuable assets and need to be cared for and cherished. They are recognising responsibilities beyond those of profit maximisation. They see that the shareholder is not the only force to be answered to. With this changing outlook come changing practices. Many companies have moved beyond the previous somewhat clinical approach to brand development - embracing the values of responsibility and embedding them within their practices and partnerships.