For all of you who work in smaller organization or team, you are in a different position than people in big charities. You have fewer resources, but far more influence.

There’s probably no database expert or in house social media expert but you can more easily stand up, influence and be a leader.

Embrace the challenge!

We’ll have a look at what I think is your strategic toolkit – both personally and practically.

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How many sole fundraisers?

How many fundraising managers?

Other

QUESTION: WHY ARE YOU HERE?

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At Bobath Scotland 85% of our income comes from fundraising.

I worry about making sure wages are paid and keeping the centre’s doors are open, let alone dealing with growth and new opportunities.

Sometimes it feels like an endless task and only by putting structure and focus into place, can I quantify what I actually need to worry about and pay attention to.

Bigger picture vs detail.

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What I’m interested in here is the long term. Short term strategy and short term growth are fine, but you can do better.

Sustainable growth is fundraising growth that you can achieve over the longer term, is right for you and your organization.

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You must be able to do this simply, in a way that all your colleagues will understand.

How?

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What’s holding you back?

QUESTION & examples from room

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It’s easy to blame size, location, your board, lack of awareness etcfor mediocre performance. Realistically, for this to change youmust take personal responsibility. Own your own stuff.

I’d encourage you always to look at the bigger picture and lead by example. Stay focussed on those tings that matter most and the job will get done.

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The basis of staying focussed and communicating what your organisation is trying to achieve is being able to explain need and impact in simple terms. So here’s my challenge to you.

SHARE

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You also need question that challenges everything, and keeps you focussed on your long term goal.

Board example – Training

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Sense check it with colleagues

Is it boring?

Where’s your passion and humanity

Annual review to keep you on track

Lots of examples – this subject could take days in its self.

Look to Lasting Difference or Bernard Ross & Clare Segal – The Influential Fundraiser for good questions and examples.

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Excellent set of questions and resources, free, often run training with Scottish grant funders. Look out for Wren & Greyhound.

Mention example from Deanna Wolf @conference re grants & project planning

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The greater the number of stripes or income streams, the better. Balance between them important.

Helpful to visualise and quickly identify where you could do better or where you’re too reliant.

Correlation between income and beneficiary numbers at Bobath

Reduces risks & allows you to take others

Get stripy!

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Examine your portfolio.

Where does the money come from and why?

What can you rely on?

What are the gaps?

Do you know what your pipeline looks like?

What do you actually need to worry about?

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Are we taking enough risks, or the right ones?

SAINSURY’S BANK FIREWALK example

Where can you take risks, balance your portfolio and try new things?

If you don’t try new things, or high risk things NOTHING WILL CHANGE

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There will be endless small things and a portfolio to maintain, so be realistic about what you can do and be ambitious about developing that

One big thing each year.

What will your first thing be?

e.g. My first three years…

‘Don’t’ break anything’ or maintaining income during a time of change can be a big enough challenge and let’s you get under the skin of your org.

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Plans can (and should) be long and complex, e.g. setting up analysis of the political context or analysing the finances.

However, somewhere in all of that you must have something that focuses you. A one pager that sets out what you’re going to do, with key activities.

Note: FICTIONAL EXAMPLE

A logic model is useful way to do this, as it lets you express not only your actions, but your goal and who you’re taking a long for the ride!

What would you include in yours? QUESTIONS?

ALSO – IMPORTANT for helping service colleagues develop their thinking. You have a strategic role to play. CAN BE USED ON A PROJECT BY PROJECT BASIS TOO. Baby group example.

Go to Evaluation Support Scotland training – often free for a range of grant holders.

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Good resources on website.

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It’s very easy to get distracted by busy, noisy jobs.

Sometimes having a focussed plan isn’t enough, you must be disciplined enough to realise it.

At least once at year, review your strategy and case.

It’s the only way not ensure you haven’t forgetting something and that your successes still align with your case, and your strategy is the right one. Don’t be scared of changing it.

Then there’s your pipeline

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At least once at year, review your strategy and case.

It’s the only way not ensure you haven’t forgetting something and that your successes still align with your case, and your strategy is the right one. Don’t be scared of changing it.

Pipeline, at least quarterly if not monthly.

HELPS REDUCE RISK & QUANTITFY WHAT YOU ACTUALLY NEED TO WORRY ABOUT.

Do some research on developing a pipeline, often found in major gifts teams.

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There’s a final thought I’d like to leave you with.

Look at your life outside of the office too.

You will be a better fundraiser if;

You learn from others, challenge yourself and build a network –without all that ‘networking’

Be a donor or fundraiser

Be a trustee

Create a peer group outside of your organisation where you can get help and insight e.g Heads & Directors SIG, Conference Committee

Have a reason for leaving work at a reasonable time and do it.

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