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Behavioural Changes for Charities

Behavioural Changes for Charities. Tina Steele, MinstF – Retired Payroll Giving Consultant. Payroll Giving - Government support for Charities in the past. 10% Uplift on Payroll Giving donations for 4 years 2000-2004 SME Grant Programme - £7 million raised for charities

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Behavioural Changes for Charities

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  1. Behavioural Changes for Charities Tina Steele, MinstF – Retired Payroll Giving Consultant.

  2. Payroll Giving - Government support for Charities in the past. • 10% Uplift on Payroll Giving donations for 4 years 2000-2004 • SME Grant Programme - £7 million raised for charities • 28 Low cost training workshops carried out • Free promotional material available from the Payroll Giving Centre website

  3. Charity resistance – reasons given • Payroll Giving is a small percentage of overall income • Time consuming in respect of potential return • Payroll Giving seen as ‘sales orientated’ – not a skill strength in charities • Too many organisations involved in one donation • Complexity of processes means time lags in respect of receipt of donations • Inconsistent/incomplete data from the PGAs • Lack of transparency and openness • Difficulty in getting into talk to employers

  4. Opportunities for Charities • Government interest in the continued growth of Payroll Giving • Market place still untapped • SMEs employing between 10 to 99 people almost 200,000 • Local employers preference for supporting local charities • Current focus on improving the giving mechanism

  5. What changes need to happen? In respect of your colleagues In terms of communication strategies Covering external promotions of Payroll Giving Regarding internal operational systems Concerning investment for growth of Payroll Giving

  6. Where does change begin? • Support from senior fundraisers and trustees • Joined up thinking within charities • Allocation of time • Reporting on Payroll Giving income • Review publications/contact with Payroll Givers • Explore the opportunities that local consortia offers • Promotion of Payroll Giving – include on ‘shopping list’ • Use of technology to engage employees/sign them up • Maintenance of updated data base • Monitoring Payroll Giving growth accurately • Staff with the appropriate skill levels • Investment in training and materials • Attitudes – a positive approach, be proactive! • Celebrate success

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