When I first stepped into the new role of Director of Legacies at Macmillan Cancer Support in 2017, I quickly realised something vital: we were working in isolation. Despite legacy income accounting for a substantial part of our fundraising, we lacked a clear understanding of the broader market and how other charities were approaching this space. I knew that this had to change.
That’s when we rejoined Remember A Charity, having been founding members but outside the consortium for four years. It was one of the best strategic decisions we made. I’ve always believed in the power of collaboration – I previously chaired the Chartered Institute of Fundraising's (CIOF) Event Managers forum and have seen first-hand how peer support, knowledge sharing and collective influence can achieve phenomenal progress. But in legacy fundraising, the opportunity for impact is even greater – and the risks of working in silos, even more significant.
We’re standing at a once-in-a-generation turning point. Over the next 30 years, the UK will see a massive intergenerational transfer of wealth as Baby Boomers pass on their estates. This period presents a unique and time-limited opportunity for charities to accelerate their impact through legacies.
This is not a zero-sum game. The legacy market is one of the few areas in fundraising where we can genuinely say that success for one charity doesn’t come at the expense of another. If anything, the reverse is true. The more we work together to raise awareness and normalise the idea of leaving a gift in a Will, the more likely it is that the sector as a whole will benefit.
Macmillan’s experience proves this. In 2024, our legacy income topped £100 million for the first time – the highest it's ever been, making up around 40% of our total income. That income allows us to be there for the 3.5 million people currently living with cancer in the UK – a number set to rise to 4 million by 2030. Legacies are a cornerstone of our ability to deliver vital support and services for people when they need us most.
Being a member of Remember A Charity has transformed how we approach legacy fundraising. It has connected our team with a peer network of fundraisers facing similar challenges and opportunities, provided access to vital research and insight, and offered platforms – including the annual Remember A Charity Week – to engage internal colleagues and the wider public.
Being part of Remember A Charity and an organisational member of the CIOF gives us a voice. As a single charity, we simply don’t have the scale to sit at the table with policymakers, sector bodies or the legal community. But through the consortium, we do. The impact of this influence can’t be overstated – from shaping conversations with ministers to playing a critical role in resolving the probate backlog, which at one point saw an estimated £15–20 million of Macmillan’s legacy income held up.
The work Remember A Charity does around best practice is also vital. Legacies are a deeply sensitive area, rooted in trust. If one charity gets it wrong, it has the potential to damage confidence across the board. Collaborating on standards, messaging and public engagement helps protect not just our own reputation, but the entire sector’s.
One of the biggest challenges in legacy fundraising is internal: building a culture within our own organisations that understands and values the long-term power of legacy giving. Remember A Charity gives us tools and moments – like Remember A Charity Week – to start those conversations internally. At Macmillan, we use the Week as a springboard for initiatives like “lunch and learns” that help embed legacy thinking across the charity.
Sometimes in a large, busy organisation, legacy giving can feel like a tough sell. It’s long-term, and the returns aren’t always immediate. But through collaboration, shared stories and national campaigns, we can all make it easier for our colleagues to understand the profound, lasting impact of this vital form of giving.
The next few decades will define the future of our sector. If we can collectively inspire and encourage more people to leave a gift in their Will, the potential is enormous. But we must act now. The intergenerational wealth transfer is already underway – it’s an opportunity that, once missed, won’t come again.
For Macmillan, and for many charities, legacies are no longer just a growing part of the income mix – they are fundamental to our future sustainability and impact. But we can’t do it alone.
If we want to truly unlock the potential of legacy giving, we need to stand together. Because when it comes to legacies, collaboration isn’t just helpful – it’s essential.