Templates

Outline details about your organisation, its work and purpose and explain how this policy supports your organisation to fundraise

Set out how the organisation will raise funds, manage reputational risk, and comply with trustee duties e.g.:

Trustees are legally responsible for overseeing fundraising and this policy aligns with legal obligations set out by the Charity Commission of England and Wales and by the Fundraising Regulator.

Outline where the responsibility for fundraising sits (i.e. with the Board of trustees and a Fundraising Committee).

Outline your approach to acceptance of funds, for example:

“In line with Charity Commission guidance, the charity’s starting point is to accept donations. However, trustees may refuse or return a donation where they reasonably believe that accepting it would not be in the charity’s best interests, having considered public benefit, reputational risk, legal compliance, proportionality, and the availability of mitigating actions. All such decisions will be documented.”

The scope of the policy will depend on the fundraising activities of your organisation. It may include:

Details of the types of fundraising that the policy covers (e.g.,trusts and grants, individuals) The policy should also be clear about what it does not include or relate to (e.g. wider aspects of operations or investment)

• Outline your approach to fundraising and artistic / curatorial independence here.
• Detail that trustees have established a fundraising (gift acceptance) policy so that staff and partners share a common understanding about approaches to fundraising.
• Outline the organisation’s approach to risk identification when developing fundraising approaches.
• Provide clarity about your approach to working with donors and that fundraising activities must treat donors fairly and with respect.
• Detail how the organisation protects artistic / curatorial independence and that sponsors, partners and third parties do not determine artistic content.

In this section, you should outline any major issues that your organisation has identified as part of the development of this policy.

For example, you may want to say that the key issues considered when developing this policy were:

• Compliance with charity law and best practice in fundraising
• Outline governance of the policy, as well as delegated responsibility for day-to-day management of the policy
• Make reference to any other organisational policies that are relevant, for example, an organisational acquisition or loans policy for artworks.

Make it clear how the organisation will carry out due-diligence checks on donors and partners and identify associated risks. Be clear about the red lines that you have identified (i.e.funding you will not accept).

Integrate alignment of the policy with any associated Due Diligence frameworks that your organisation has in place.

Make it clear what your approach to due diligence is, for example, we will:

• Conduct proportionate checks on the financial and reputational background of donors before accepting gifts
• Verify the source and nature of donations
• Ensure that donors are not subject to sanctions or restrictions
• Document risks, mitigation actions, and decisions in writing

Outline where enhanced due diligence will be required, for example:

• High-value gifts
• Complex corporate structures
• Overseas donors
• Politically exposed persons
• Gifts carrying conditions

If there are other codes of good practice your organisation adheres to, outline them here e.g. General Data Protection Regulations (GDPR).

The organisation will maintain written criteria for assessing that funding is:

• Compatible with organisational purpose and stated public commitments
• Likely stakeholder perception of the relationship including but not limited to trustees, staff, audiences, artists, partners (adapt as required)

The organisation’s fundraising policy should describe its approach to due diligence, risk assessment and decision-making, including any thresholds for escalation to senior leadership or trustees. It should also set out the standards and expectations that apply to different income streams.

Consistent with Charity Commission guidance, trustees should ensure that decisions relating to the acceptance, refusal or return of funding are informed, proportionate and made in the charity’s best interests. Decisions outside routine practice should be documented, including the rationale for the decision. This section could include reference to areas such as:

• Accurate Representation: We will accurately represent our organisation and the intended use of donated funds. We will be truthful, respectful and concise in communications.
• Informed Consent: We will ensure that donors provide informed consent for their contributions and understand how their funds will be used – consent is defined as “freely given, specific, informed and unambiguous indication of the individual’s wishes.”
• Avoiding Pressure: We will avoid placing undue pressure on potential donors and respect their decision to donate or not.

Organisations could also consider reference, where relevant, to adhering to codes of good practice such as:

The Code of Fundraising Practice from the Fundraising Regulator

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Outline how the organisation will structure its oversight of the policy, for example, it will:

• Establish clear lines of responsibility for scrutinising proposed donations
• Create a committee or delegate authority to key individuals to review reputational risks

Be clear that trustees will ensure that necessary risk assessments are carried out and that the organisation will remain alert to any suspicious or unusual fundraising activity.

Ensure that you outline your awareness that activities and partnerships can generate reputational risk for your organisations and its funders. As such, the organisation will:

• Evaluate public perception of its funding sources
• Consider alignment with funding sources that reflect its organisational purpose and stated public commitments
• Review fundraising decision-making at board level

Outline any circumstances where you may choose to decline funding and the associated decision-making process for doing so, for example, declining funding from sources involved in illegal or unethical activities. Outline that you may pause or decline a partnership or funding whilst you review the associated risks involved.

Add some information here about how you will monitor the policy. Be specific. Include who will monitor the policy and how often.

For example:

• We will regularly monitor and evaluate our fundraising practices to ensure compliance with this policy.
• We will undertake monitoring annually with trustees and the Senior Management Team on X date.
• The policy will be reviewed annually and updated after any major funding decision, or as required to remain effective and relevant.

Be clearthat you will communicate openly aboutthe organisation’s fundraising practices to maintain public trust and to comply with sector standards

It is worth adding that you have shared the policy with the staff, trustee, and volunteer teams and have provided some training in relation to its implementation. You could say:

• This policy will be communicated to all staff, volunteers, trustees, artists and relevant stakeholders.
• Training will be provided to ensure understanding and compliance.

Concerns about how this policy has been applied can be raised via (complaints email / process).

We will respond within (x) working days.

This Fundraising Policy has been approved by the Board of trustees of (Organisation Name) and is effective from (Date).

All staff, volunteers, and trustees are expected to adhere to this policy.

Signed: (Chair of the Board of trustees)

Date:

Revised and Updated:

The organisation welcomes the use of its spaces by external individuals, groups and organisations where this supports our charitable purposes, public engagement, community access and financial sustainability.

Income from venue hire can be an important part of our balanced funding model, helping to support artistic, educational and community activity.

At the same time, venue and room hire arrangements may create operational, legal or reputational risks. This policy sets out a clear, fair and proportionate framework for assessing requests to hire or use our organisational spaces.

The aim is to support confident decision-making, protect public trust, and ensure that use of our premises is consistent with our responsibilities as a charity / cultural organisation.

Charitable arts organisations may also wish to reference that they are following Charity Commission guidance about events on a charity’s premises  (sections 10.10 and 10.11).

This policy applies to (delete as required):

• Room hire
• Conference and meeting space hire
• Corporate hospitality bookings
• Private receptions and dinners
• Filming and photography hire
• Community use bookings
• Ticketed external events
• Fundraising events hosted by third parties
• Political campaigning or advocacy events
• Partner-led public programmes using ur spaces
• Any other temporary external use of organisational premises

When assessing bookings, the organisation will seek to balance:

A Organisational Purpose and Public Benefit
Whether the proposed use supports or is compatible with our artistic, educational, cultural or community purposes.

B Financial Sustainability
Whether the booking provides appropriate income or strategic value.

C Safety and Operational Practicality
Whether the event can be delivered safely and effectively.

D Reputation and Public Trust
Whether the booking may reasonably create reputational harm, undermine confidence, or create confusion about endorsement.

E Fairness and Consistency
Whether other bookings would be treated in a similar way.

Hiring a space does not automatically imply endorsement of the hirer’s views, products or activities.

However ,the organisation recognises that public perception may differ, particularly where events are high-profile, politically sensitive, controversial, or heavily branded. For this reason, some bookings may require additional review.

All bookings will normally be assessed against(delete as required):

• Legal compliance
• Safety and licensing requirements
• Capacity and staffing
• Technical feasibility
• Accessibility considerations
• Financial viability
• Alignment with venue rules and conditions of hire

Additional review may be required where a booking involves one or more of the following:

A Politically Sensitive or Campaigning Activity

• Party political events
• High-profile lobbying activity
• Events relating to live geopolitical conflicts
• Highly polarised public policy debates

B Commercial or Sector Sensitivity
Organisations associated with:

• Fossil Fuels
• Gambling
• Tobacco
• Arms / Defence
• Adult entertainment
• Significant environmental controversy
• Serious labour or governance concerns

C Risk of Public Disorder or Protest

• Strong likelihood of organised protest
• Credible security concerns
• Significant disruption to audiences or staff

D Conflict With Organisational Purpose

Where the proposed event appears materially inconsistent with the organisation’s charitable purposes, or stated commitments.

E Brand / Endorsement Risk

Where marketing may imply sponsorship, partnership or endorsement by the organisation.

Low-Risk Bookings

Routine commercial or community hires may be approved by delegated staff under standard procedures.

Medium-Risk Bookings

Bookings with some sensitivity should be reviewed by senior management.

High-Risk Bookings

Bookings with significant reputational, legal, safeguarding or security implications should be escalated to senior leadership and, where appropriate, trustees or a designated committee.

The organisation may consider the:

• Nature and purpose of the event
• Identity and track record of hirer
• Whether views are lawful
• Likelihood and scale of disruption
• Impact on staff, artists, audiences and communities
• Potential confusion about endorsement
• Income and strategic value
• Whether mitigations can reduce risk
• Duties relating to freedom of expression, equality and charity law (where relevant)

The organisation may approve bookings subject to conditions, including:

• Clear disclaimer in reference to endorsement
• Approval of marketing materials using venue name / logo
• Security requirements at hirer cost
• Behaviour and conduct standards
• Insurance requirements
• Capacity limits
• Stewarding obligations
• Restrictions on filming or publicity
• Compliance with safeguarding procedures
• Payment in advance

A booking may be declined where:

• It would be unlawful
• Safety risks cannot be managed
• It is operationally unfeasible
• It presents disproportionate reputational risk
• It is likely to seriously undermine public trust
• It materially conflicts with our organisation’s charitable purposes
• Hirer refuses reasonable conditions
• There is a credible risk of harassment, hate speech or serious disruption

Declining a booking does not imply judgement on all views of the hirer; it reflects the organisation’s responsibility to manage its own duties and risks.

As a cultural organisation, we may host a wide range oflawful views, debates and discussions. We are notrequired to agree with all participants.

However, we are also not obliged to host every request, particularly where risks are disproportionate orthe eventis inconsistent with ourresponsibilities.

Where a booking may attract scrutiny, the organisation may:

• Prepare holding statements
• Clarify the nature of the hire arrangement
• Explain that venue hire does not equal endorsement
• Explain the decision-making process
• Communicate directly with stakeholders where appropriate

Only authorised spokespeople may comment publicly.

For medium and high-risk bookings, the organisation will retain records of:

• Request details
• Risk assessment
• Decision rationale
• Approvals
• Conditions imposed
• Any incidents arising

The organisation may review decisions where new information emerges.

Unsuccessful applicants may request reconsideration where material facts were not previously available.

The organisation is committed to lawful equality, dignity and respectful treatment. Decisions will not be based on protected characteristics, but may consider behaviour, conduct, legality, and impact.

Green

Routine booking with no significant concerns.

Amber

Potential sensitivity requiring seniorreview.

Red

High-profile controversy, serious protestrisk, legal complexity or major brand implications.

This event is independently organised by the hirer. Venue hire does not imply endorsement of the views, products or activities of the organisers by (Organisation Name).

The organisation seeks to be open, welcoming and financially sustainable, whilst exercising responsible stewardship of its spaces, reputation and public trust. Decisions will be made thoughtfully, proportionately and consistently.