Download The 5 things every charity needs to know about developing a

Fairytale Fundraising Plans
Session 1 –
GETTING STARTED:
MISSION AND CHARACTERS
Vision
• Idealistic
• How the organisation can achieve its ideals
and the objects for which it was established
• Example:
“The NSPCC’s vision is of a society where all
children are loved, valued and able to fulfil
their potential.”
Fundraising Planning
1. Business Mission
2. Organisational Objectives
3. Fundraising Audit
4. SWOT Analysis
5. Objectives and Key Strategies
6. Tactical Plans
7. Responsibilities
8. Schedule
9. Budget
10. Monitoring and Control
11. Contingencies
Organisational Objectives
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Market Standing
Innovation
Productivity
Financial and physical resources
Manager performance and development
Employee/volunteer performance and attitude
Societal needs to be served
Public/social responsibility
Mission
• All-embracing statement of what is to be
achieved , in fulfilment of the mission
Getting Started
• Check your legal obligations and powers to fundraise
in your governing document
• Decide on a process for developing the strategy
• Determine why you need to fundraise
- To survive
- To expand existing activities
- To develop new activities
- To broaden income base
- To increase sustainability
Fundraising Audit Framework
STEEPLE
Analysis
Competitor
Analysis
Collaborative
Analysis
Market
Analysis
Analysis of
Own
Organisation
Internal Analysis
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Past performance
Portfolio analysis
Processes
Structure
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
© Institute of Fundraising
Internal
External
An effective Case Statement
Mission and values
Importance and urgency
Specific objectives
History and credibility
What would happen if the appeal failed
Amount required and timescale
How the donor can help
Objectives
Long term
Short term
Hard objectives
Soft objectives
SMART Objectives
Specific
Measurable
Achievable
Realistic
Timed
From Strategic Aims to Fundraising
Objectives
Fundraising objectives are made up of three tiers
- Strategic
- Operational
- Financial
Session 2 –
STARTING THE JOURNEY: CASE FOR
SUPPORT, RESOURCES AND
RESEARCH
Research
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What do you need to know?
Where can you find out?
When do you need to know?
Who can help?
Who will do the research?
How will this research inform the strategy?
Session 3 –
FRIENDS AND FOES: ADVISORS,
SPECIALISTS AND SABOTEURS
Internal Suppliers
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Volunteers
Manager/Director of Fundraising
Marketing Team
Finance
Database Manager
Other fundraising specialisms
Trustees
External Suppliers
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List Broker
Creative agency
Media buyers
Data Processing House
Mailing House
Fulfilment House
Telephone Agency
Product Supply
Production Studio
Managing Suppliers
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Prepare a clear brief
Be realistic about expectations
Plan them into your schedule
Be clear about the deliverable outcomes
Set deadlines with a contingency
Consider the risks
Monitor regularly
Consider the relationship
Briefing Suppliers
State your requirements clearly, with
measurable objectives
Give them the context, your objectives
Agree how and when monitoring will take
place
Session 4 –
FINDING THE CURE: FUNDRAISING
MIX, OPTIONS ANALYSIS
The Fundraising Mix
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Major Donors
Legacy
Regular Giving
Events
Online
Corporate
Trusts & Foundations
Analysing a Funding Source
Funder 1
Relevance to
cause
£’s available
Past experience
% match required
Resources
required
Lead time
Capital vs
revenue %
Duration
Potential to reapply
Monitoring
procedures
Overall rating
Funder 2
Funder 3
Funder 4
Key Strategies
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Strategic Direction (Ansoff)
Segmentation
Positioning
Branding
Ansoff Matrix
Fundraising, promotional and/or campaigning technique
New
Target groups or audiences
Existing
Existing
New
Improve existing approach
Least risky
Try out new techniques
on existing supporters
Intermediate risk
Extend existing techniques
to new groups
Intermediate risk
Try out new techniques
with new groups
Most risky
Fundratios 2010
Corporate £5.32
Median RoI per £1 invested
Trusts £9.49
Major Donor £2.91
Competitions £2.13
Special Events £1.62
DM Appeals £2.09
Committed
Giving/Membership £3.43
House to House £3.05
Local Fundraising £2.86
Other £0.26
Copyright Institute of Fundraising & Centre for Interfirm Comparisons
Session 5 –
THE JOURNEY HOME: RISK,
IMPLEMENTATION, POLICIES AND
RESOURCING
Risks & Contingencies
Risks
• What are the potential problems?
Contingencies
• What can be done to minimise the risks
• What can be done to obviate any
problems that occur?
• What is needed to make it happen?
Fundraising Systems & Procedures
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Ethics Policy
Fundraising/Donor Database
Files & Records – Paper & Electronic
Contact Log Sheet
Procedures for seeking/providing references
Correspondence protocols
Accepting a donation
Complaints
Financial Discrepancies
Work Plans
Why use work plans in a fundraising strategy?
• Pros
• Cons
Headings in a work plan
• Tasks
• Resources
• Timescale
• Who is responsible
• Monitoring points
GANTT Chart
Resources for Fundraising
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Who will be responsible for managing the
work of the strategy?
Who will select the team?
Who should be in the team?
How is the work managed?
Belbin Team Roles
Budget
 The budget is the financial expression of
the plan
 Three year rolling budget
 One year budget sets immediate financial
targets
Session 6 –
CURING THE MAIDEN, SAVING THE
KINGDOM: MONITORING, EVALUATION
AND SUSTAINABILITY
Terms of Reference
This should include:
• Name
• Background
• Purpose of the group
• Deliverable Functions
• Composition of Membership & Roles
• Reporting Structure
• Meetings
- Frequency
- Quorum
• Support for the Working Group
Monitoring and Evaluation
Monitoring is information for action
Evaluation is about learning
Monitoring & Evaluation
Monitoring
Evaluation
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Understand the baseline
• What is being evaluated?
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What is being monitored?
• Against what criteria
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Develop appropriate
monitoring systems &
procedures
Ensure all parties are aware
of monitoring procedures
Feed into the project
management function
• How - external/internal
• When?
• What is the purpose of
the evaluation?
• How will the results be
disseminated?
Sustainability
These are often called ‘Exit Strategies’ and should
include:
• A demonstration of the long-term impact of
funding on your organisation
- Financial
- Non Financial
• An identified source of funding for the
continuation of work beyond the term of the
strategy
• Mainstream lessons learned or models
developed
Sharing the Information
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Trustees
Staff
Volunteers
Funders
Members