Keeping good clients Helping bad clients become good ones

Be realistic about what you take on- stay within your comfort zone and personal experience level

Don’t over-sell yourself– prospective clients will often check your portfolio and credentials

Networking is great opportunity – but beware of becoming known as a ‘poser’ - You need to become known for the right reasons

Understand where the client is coming from - they will rarely admit they are in financial crisis

Create a personal Case for Support– why should this client want to engage you as a consultant? What are your USPs?

Membership if the Institute of Fundraising– a useful badge of credibility and Code of Practice

Founder - chair of trustees - main service delivery - sole fundraiser

Founder’s friends – trustees Founder’s contacts – source of funds

Governance Strategic Planning Fundraising and Donor Development Marketing Information Technology Financial Management Human Resource Management

Purpose: -why we exist, what business we are in

Values: -what shapes the way the charity works

Vision: -what we aim to do in the next 5-10 yrs

Strategic plan: -how we intend to realise our vision

Fundraising plan: -how we aim to resource our vision

Objectives: -what we are going to do and when

◦ Purpose and Values seldom change.◦ Vision and strategic plans should be reviewed every 3-5 years. ◦ Objectives are annual reviews.