Legacy marketing: the case for investment is clear, but are we brave enough to act?
Legacy income is now one of the most significant and resilient sources of voluntary income for many charities. For some, it accounts for more than 40% of fundraised income. Yet legacy marketing continues to receive a fraction of the investment allocated to other fundraising streams.
There is a clear disconnect between income potential and strategic investment. And it’s costing charities future security.
In a recent webinar with Remember A Charity, I explored how fundraisers can build a compelling case for legacy investment. I also authored the members’ toolkit on this topic, offering practical guidance for navigating internal challenges and aligning stakeholders.
The challenge: long-term value in a short-term world
Most barriers to investment are internal. Charities are operating under intense pressure to deliver short-term income. Legacy fundraising, with its longer lead times and less immediate returns, is often deprioritised, even when its long-term value is widely recognised.
This is understandable, but short-sighted. Legacy income is not only high return. It is also one of the few fundraising streams with a predictable and growing market, driven by demographic trends, rising death rates, and an increasing openness to Gifts in Wills.
What does smart investment look like?
There is no single answer. Investment decisions should be based on your organisation’s size, structure, legacy programme maturity, and supporter base.
Some charities may need to focus on visibility and awareness. Others may need to deepen stewardship, develop clearer propositions, or build internal capacity.
The most important principle is consistency. Legacies are not something that can be turned on and off. Growth comes from sustained, strategic investment over time.
Legacy giving is not transactional
Legacy fundraising is often mischaracterised as a numbers game. In reality, it is relationship fundraising.
Mass marketing plays an important role in generating awareness and interest. But the decision to leave a gift in a Will is deeply personal. It is rooted in trust, values, and belief in a charity’s long-term purpose.
Supporters leave legacies when they feel connected to a cause, understand its impact, and trust the organisation to deliver that impact beyond their lifetime.
Protecting the budget over time
Securing budget is one step. Sustaining it is harder.
Legacy programmes don’t deliver within a financial year. This creates pressure when fundraising budgets are reviewed or restructured.
To protect investment, legacy leads need to demonstrate the value of their pipeline. Strong programmes report on:
Enquiries, intenders and pledgers
Bequest value in the pipeline
Conversion and stewardship metrics
These indicators are critical for building trust and confidence with executive teams and boards.
Three questions to ask yourself
Are we investing in line with our legacy income potential?
Are we balancing lead generation with relationship development?
Do our leaders understand how legacy income is built and sustained?
If you are unsure how to answer these questions, or want to explore them further, I can help.
Let’s talk
If you would like support reviewing your case for investment or assessing the performance and potential of your legacy programme, please get in touch.
I work with charities of all sizes to develop practical, insight-led strategies that build long-term legacy income. Whether you are just getting started or need to unlock the next phase of growth, I offer clear, grounded support tailored to your organisation.
Contact me to arrange a conversation.
