Volunteering changes the negative attitudes of business leaders towards charities and increases their willingness to donate, new research finds.  

The report, Philanthropic Journeys, published today, is based on a survey of 227 business leaders and philanthropists from England and Scotland, and in-depth interviews with ten of the people polled.  

Before they volunteered, they were asked what put them off supporting good causes, and 44 per cent said they were reluctant because they thought charities were badly managed.

In addition, 66 per cent of business leaders said a main barrier preventing them giving time and/or money was a lack of confidence that the skills and experience they gained in the private sector would be useful to charities.

The report was commissioned by the capacity building charity Pilotlight and carried out by Beth Breeze, director of the Centre for Philanthropy at the University of Kent (pictured).

All the respondents in its survey had taken part, or continue to participate in, the volunteering placements provided by Pilotlight, which matches directors from charities and social enterprises that tackle disadvantage with senior businesspeople to grow and develop their organisations.

The survey showed 81 per cent were put off supporting good causes because they have a lack of time due to commitments at work and 63 per cent blamed commitments at home.

Sixty six per cent of respondents said they were not aware of opportunities to get involved in charity work.

Understanding core costs

But working with charities through Pilotlight, the report says, nearly doubled respondents' intention to volunteer, from 32 per cent to 63 per cent, increased their willingness to make a significant donation of £1,000 or more by 12 percentage points to 41 per cent, and led to a three-fold increase in their willingness to serve as a trustee.

Thirty five per cent of respondents said they give more now than before volunteering with Pilotlight, the survey found.

The report says that by learning more about how charities operate, volunteers become more thoughtful and effective donors, particularly by understanding the need to cover so-called ‘core costs’.

“Where previously donors may have seen such costs as unattractive at best – or wasteful at worst – they learn that funding the underlying costs of a good organisation is not only essential to literally keeping the lights on, but can also help leverage benefits beyond the value of the donation,” it says.

Giving policy 'too fragmented'

The report makes eight recommendations, including that current giving policy can be “characterised as fragmented” and too focused on stimulating particular types of gifts, such as payroll giving or legacies.

It says politicians and policymakers need to understand philanthropy as a life-long journey rather than as a series of unrelated acts of giving, in order to grow overall charitable giving.

“Shifting the focus to growing life-long givers rather than gaining specific gifts is more likely to achieve the overall goal of growing a stronger culture of philanthropy in the UK,” the report says.

It also calls for the government to extend its support for volunteering initiatives beyond the current focus on young people and retirees, because mid-life professionals also need targeted encouragement.

The report also recommends that employers need to do more to help employees who want to use and develop their skills for the public good – including providing financial support so staff can take up volunteering opportunities.

The survey shows, 68 per cent of respondents said a desire to develop their skills in a different environment was a key factor to getting involved with charities.

Charities should take account of donors’ interests, provide a range of opportunities that meet their goals and use a personal approach, including the use of professional networks, to invite and welcome new donors, it says.