As pressure on charities and the communities they support continues to grow, strong relationships with the business community have never been more important. We spoke with Tom Robertsaw, Head of Fundraising at Candlelighters, about what meaningful corporate partnerships really look like and why businesses have far more to offer than financial support alone.

Corporate giving in the UK is falling at exactly the same time that pressure on families, charities and public services is increasing.

Recent analysis highlighted in our research suggests charitable contributions have fallen significantly in real terms since 2022. Yet the need for charities has arguably never been greater. Families continue to face cost-of-living pressures, mental health challenges and increasingly stretched health and social care services, while charities themselves contend with rising demand, greater complexity and growing financial pressures.

Against that backdrop, the relationship between businesses and charities is becoming increasingly important.

And the best corporate partnerships are no longer simply fundraising exercises.

They can bring together people, expertise, networks and influence. They can strengthen employee engagement and organisational culture. And, when approached in the right way, they can create genuine value for both the charity and the business.

Candlelighters is a powerful example of what that relationship can look like.

The charity supports children and young people affected by childhood cancer, and their families, across Yorkshire. Its work means being there for families throughout what can be one of the most difficult periods of their lives – support that needs to remain consistent regardless of the wider economic environment.

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We spoke with Tom Robertshaw, Head of Fundraising at Candlelighters, about the challenges charities are facing, what businesses sometimes misunderstand about corporate partnerships, and why more business leaders should consider getting personally involved.

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Corporate support is about much more than money

For Tom and the team at Candlelighters, the current environment is undoubtedly challenging.

Demand for charitable services continues to grow while organisations contend with rising costs, pressure on income and greater competition for funding.

For Candlelighters, there is an added imperative: children and families affected by cancer need the charity to be there throughout an extraordinarily difficult period in their lives, irrespective of what is happening in the wider economy.

This is where businesses can play an important role.

Corporate support gives Candlelighters greater confidence and resources to plan for the future, invest in services and continue supporting families when they need it most.

But, as Tom points out, the value of a business relationship extends far beyond the money raised.

Businesses bring people, skills, expertise, connections and influence. All of these can help charities extend their reach and increase their impact.

Candlelighters already works with businesses across Yorkshire that contribute in different ways – from colleagues fundraising together to companies providing expertise, making introductions to new networks or simply using their platform to raise awareness of childhood cancer.

Each can make a meaningful contribution to bringing light and hope to families at an incredibly difficult time.

A partnership, not a transaction

One of the biggest misconceptions about corporate charity partnerships is that they begin and end with writing a cheque.

As Tom explains, the strongest relationships are much more collaborative.

Businesses don't necessarily need significant charitable budgets to make a meaningful difference. Their people, expertise, networks, facilities, products and influence can be just as valuable as direct financial support.

Equally, working with a charity shouldn't necessarily be viewed as something separate from a company's wider business objectives.

Candlelighters approaches its corporate relationships strategically. It starts by understanding the business: its goals, priorities, culture and people.

From there, the aim is to create a partnership that supports children and families affected by childhood cancer while also delivering genuine value to the organisation involved.

That might mean positive PR, reaching new customers, strengthening employee engagement or improving morale.

The important word is partnership.

Both parties bring something to the relationship. And both should benefit from it.

What can business leaders personally contribute?

There is another element to the relationship between business and the charity sector that deserves more attention: the contribution individual leaders can make.

Candlelighters sees first-hand the difference that experienced business leaders can bring.

Strategic thinking, financial expertise, governance experience and professional networks are all enormously valuable to charities. Just as importantly, business leaders can bring different perspectives, challenging organisations to think differently and helping them increase their impact.

Becoming a trustee is one way to contribute, but it isn't the only option.

Candlelighters has business leaders who volunteer, introduce the charity to their networks, support fundraising campaigns, bring colleagues into the cause and champion its work within their own organisations.

As Tom highlights, those relationships can open doors that a charity might never be able to open on its own.

And there is something significant for business leaders to gain in return.

Working closely with an organisation such as Candlelighters provides an opportunity to see the impact of decisions very directly. Leaders can meet families, hear about their experiences and understand how seemingly small interventions can make an enormous difference during an incredibly difficult time.

That can provide a perspective which is sometimes difficult to find within the corporate world.

The question for businesses

The message from Tom and Candlelighters is clear: the best relationships between businesses and charities are not simply about money.

Financial support remains incredibly important, particularly as charities face rising demand and greater financial pressure. But businesses have much more to offer – and charities can bring much more to businesses in return.

Skills. Networks. Expertise. Leadership. Employee engagement. New perspectives. Connections to communities. A shared sense of purpose.

For business leaders across Yorkshire, the question therefore isn't simply:

"How much can we give?"

Perhaps a better question is:

"What do we have that could make a difference?"

That might be funding. But it might equally be your expertise, your people, your network, your influence – or simply your willingness to get involved.

As Tom's perspective demonstrates, the most powerful relationships are those where business leaders genuinely want to understand the difference they can make – and are willing to use their skills, influence and networks alongside financial support to help Candlelighters bring light and hope to children and families affected by childhood cancer across Yorkshire.

To find out more about Candelighters, please visit their website‍