A thriving Gifts in Wills program is built by connecting practical resources with consistent implementation, supporter follow-up and clear internal ownership.
Through my conversations with charities and the Gifts in Wills Health Checks I’ve completed, I’ve seen the same challenge emerge repeatedly.
Many organisations don’t need to start again. They need help connecting and implementing what they already have.
Others are at the very beginning of their Gifts in Wills journey and know it is important, but are unsure what needs to be put in place first.
In both cases, the challenge is rarely a lack of commitment. It is finding an achievable way to move from good intentions and individual resources to a program that works consistently across the organisation.
Many charities already have some of the foundations in place.
They might have:
These are all valuable pieces. But having the pieces and having a connected, sustainable Gifts in Wills program are not quite the same thing.
The challenge is bringing everything together.
It means deciding what needs to happen first, who is responsible and how all the pieces fit together.
It also means making sure enquiries are recorded consistently, supporters receive appropriate follow-up and Gifts in Wills are communicated throughout the year rather than only when there is space in the calendar.
Most importantly, it means embedding Gifts in Wills across the organisation so the program does not depend entirely on one passionate person finding time around everything else.
Gifts in Wills is usually one priority among many. Fundraising teams may also be managing appeals, grants, events, communications, major donors, reporting and day-to-day delivery.
As a result, a webpage might be published without a clear follow-up process. A supporter brochure might be created but rarely shared. Enquiries may be handled differently depending on who receives them, or important supporter information may not be recorded consistently in the CRM.
This does not mean the organisation lacks capability. It usually means the program needs clearer ownership, practical processes and a manageable way to build momentum.
A connected Gifts in Wills program gives each resource a clear role in the supporter journey and in the organisation’s everyday work.
The essential foundations include:
These foundations do not need to be built all at once.
A charity can choose one realistic priority, complete it and then move on to the next.
A practical starting point is to review what is already in place, identify the most important gap and choose an action that is achievable within the organisation’s current capacity.
For one charity, that first priority might be publishing a Gifts in Wills webpage.
For another, it might mean putting the finishing touches on a supporter guide, setting up a simple bequest pipeline in the CRM or sharing a Staff Toolkit across the organisation.
The most useful next step is not necessarily the biggest one. It is the action that strengthens the supporter experience and makes future activity more consistent.
A clear and proportionate roadmap can help an organisation focus on what matters now while keeping its longer-term opportunities in view.
A toolkit provides the practical resources, templates, guidance and structure needed to build or strengthen a program.
Implementation coaching helps an organisation apply those resources confidently and put the recommendations into practice.
The Gifts in Wills Starter Kit is designed for organisations at the beginning of their journey. It provides the practical foundations needed to establish a clear, supporter-friendly program without having to create everything from scratch.
The Gifts in Wills Accelerator Kit is designed for charities that already have some activity underway but need help connecting the pieces, strengthening their processes and building momentum.
Through the organisations I have worked with, I have learned that providing the resources is only one part of the process. Charities also value having someone alongside them to help identify priorities, answer questions and keep implementation moving.
That is why both Kits now include four 30-minute implementation coaching sessions, delivered weekly over one month, at no additional cost.
During those four weeks, we focus on one realistic priority at a time.
That might mean:
The aim is not to create a large, complicated program overnight.
It is to help each charity build what it needs, make better use of what it already has and create momentum in a way that feels achievable.
Long-term progress depends on more than a single resource or campaign.
Gifts in Wills becomes more sustainable when it is reflected in everyday supporter relationships, internal conversations, CRM processes, communications and organisational planning.
Leadership and staff awareness help create shared ownership. Consistent CRM records make supporter follow-up more reliable. Regular stewardship helps supporters feel informed, valued and respected. Clear messaging makes it easier for people to understand how a Gift in their Will could support a cause that matters to them.
Together, these actions create a program in which supporters receive clear information, thoughtful follow-up and appropriate opportunities to explore leaving a Gift in their Will, without requiring the charity to build an overly complex program.
A thriving Gifts in Wills program is not defined by how many resources an organisation has collected.
It is shaped by how well those resources work together and how confidently and consistently the organisation supports its relationships with supporters.
Some charities need help establishing the foundations. Others already have more to build from than they realise.
In either case, the next step should be practical, proportionate to the organisation’s size and capacity, and achievable with the people and resources available.
Not sure whether your organisation needs to build the foundations or strengthen what is already underway?
The free Gifts in Wills Program Health Check can help you understand your current stage, recognise what is already working and identify the most practical priorities for moving forward.
One realistic priority at a time can turn good intentions into practical action and create stronger foundations for long-term income and lasting impact.