If you have been inspired by our campaign on fundraiser safety to start the process for the implementation of a donor code of conduct at your charity/nonprofit, what is the best way to go about the process?

Before we get into the processes, a reminder of why Donor Codes of Conduct are needed...

Regrettably, over the past few years, the research has shown that a significant number of fundraisers (both female and male) have experienced inappropriate behaviour from donors. The worst cases amount to sexual harassment and even assault. This is totally unacceptable and, as the professional institute for fundraisers, we need to protect members of the profession.

With this guidance – which we will add too as and when more charities share their processes – we hope to make the process of getting started simpler, by setting out the things you will need to do, key stakeholders you’ll need to engage, and how long it’s likely to take.  

You’re the one who wants to get this process going. Who are you and what’s your role at the organisation?

Option 1: You have decision-making authority (e.g. director of fundraising, CEO, member of senior management) 

Option 2: You have direct influence on those with decision-making authority (e.g. board member, senior fundraiser with experience)  

  • Use your influence to lobby decision-makers to start the process and take one of the two steps above. 

Option 3: You have neither decision-making authority, nor direct influence over decision-makers (this is probably the majority of fundraisers).  

  • You are going to have to make the case for a donor code of conduct to decision-makers or those who can influence them. This is the route taken by Edinburgh University. The Donor Code of Conduct - Resources and Pledge
  • The first step would be to talk to a decision-maker or influencer to find out if they will support you in developing a donor code of conduct, especially if you have reason to believe they will be supportive.
  • If you don’t know a decision-maker or influencer, then you are going to have to develop this from the ground up by engaging key stakeholders and gathering the evidence that such a code is needed, so you can present a strong case to decision-makers and influencers. 
Why do you believe a code of conduct is needed at your organisation?

There are two reasons why a donor code of conduct is likely to be needed. 

  1. Fundraisers at your organisation have experienced inappropriate behaviour from donors.
  2. Fundraisers have not shared evidence that they have experienced inappropriate behaviour, but you want to pre-empt it from happening and give fundraisers reassurance that if they do have evidence, they will be supported in sharing it. 

If you are an influencer or decision-maker who does not believe a code of conduct for donors is needed, we urge you to consult with your fundraisers to sense-check your perception as you might be wrong. 

  • To help you decide if you need a code, and/or to help you put together your case, we recommend you consult our FAQs, facts & figures, and download Rogare’s short brochure that sets out the case for a donor code of conduct. All of these materials can be found on our website: The Donor Code of Conduct - Resources and Pledge 
Which stakeholders should you engage?

Whether you are approaching this from a top down (decision-maker led) or ground up (fundraiser led) perspective, you’ll need to canvass the views of key stakeholders.

The most important stakeholders are:

  • Firsthand, people with lived experience of inappropriate behaviour.

Other important stakeholders whose views should be taken into consideration are: 

  • Fundraisers who feel vulnerable to the potential of inappropriate behaviour by donors.
  • Other staff who have contact with donors who have experienced or feel vulnerable to inappropriate behaviour. 

We can’t stress enough how important it is that these people’s voices are not only heard, but also given priority in decision-making.  

  • This is because the research the fundraising think tank Rogare did with us shows that those fundraisers who have experienced inappropriate behaviour are far more likely to want to have a code of conduct in place. 
  • In other words, if you haven’t experienced inappropriate donor behaviour, you’re less likely to think a code of conduct for donors is necessary.
  • If you rely on the views of those who have not experienced inappropriate behaviour – which could include board members and senior managers/leaders – you might conclude that a code of conduct is either not necessary at all, or is not the right solution to the scale of the problem, when in fact it is what your fundraisers want.
  • So, we are not saying that the lived experience of fundraisers should necessarily be the deciding factor, but we are saying that your decision-making process should be weighted toward this type of evidence. 

Also, the research shows that while male fundraisers experience inappropriate behaviour, the vast majority of those likely to experience it are female. 

As such, we recommend that any process to devise and implement a donor code of conduct should be led by women.

Should donors be consulted?  

This is a question we pose in our FAQs and each organisation will have to decide for itself whether to consult donors about the content and implementation of a code designed to govern their behaviour.  

What should the process be?

This is really up to you, but we recommend that you adopt a process that is allows all relevant stakeholders to contribute, should they wish to, and transparently set out in advance what the decision-making process will be and what evidence will be considered, and why.

We have devised our FAQs and stats/fact & figures to assist you in doing just this. 

One possible approach would be to establish a working group led by female fundraisers who have experienced or feel vulnerable to inappropriate donor behaviour. You might consider a non-hierarchical, agile teams approach to this. 

A key part of the process will be overcoming the objections of those who believe that a donor code of conduct is not necessary to redress the issue of inappropriate behaviour, or that such a code is simply inappropriate.

To help you get going, this is one possible schedule any working group could follow: 

  • Convene working group
  • Assess the scale of the issue and why a code is needed (or not needed)
  • Consult with stakeholders on these twin issues
  • Devise a code of conduct
  • Consult with stakeholders on the code 
  • Second iteration
  • Third iteration
  • Approval from decision-makers
  • Implementation 

As soon as you decide to start the process to devise and implement a donor code of conduct, may we ask that you sign the pledge to say that you are doing so: The Donor Code of Conduct - Resources and Pledge. This helps us, you and the wider sector send a clear message to fundraisers that the charity they work for is serious about protecting them from inappropriate behaviour. It also obviates any notion that fundraisers might be told to endure bad behaviour and not rock the boat for fear of losing donations, which may be the experience of many fundraisers. Not only is signing this pledge a message to fundraisers that their charity will protect them; it is a reminder to charities that they have a duty of care to protect their fundraisers and wider staff team. 

How long is it likely to take?

Organisations that have implemented donor codes of practice have spent a lot of time making sure it is right for them. From start to finish, the process is likely to take 18 months to two years, allowing for ongoing iterations of the code and repeated consultation with stakeholders. 

However, as more organisations do this, shared best practices is likely to reduce this timespan considerably. Whilst it might take this time to put together a code and put it in place, we believe it’s a highly valuable and important piece of work, that will protect fundraisers from inappropriate behaviour from donors. 

Further reading: 

The Donor Code of Conduct - Resources and Pledge 

AFP22_SpeakingTruth Report_final.pdf 

Fundraiser safety in relationships with donors Survey 

Calling for stronger protections for all front-line service professionals ⋆ 

Support us - Scottish Ballet 

GENDER ISSUES IN FUNDRAISING | Rogare 

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