Transcript Document

This presentation provides tips to help you fundraise more effectively.
We will look at processes and tools which can make you/your organisation better
able to maximise opportunities as they arise.
Foreword
There are many ways funds can be raised for your organisation. Some will be more
suitable and appropriate than others, depending on the organisations structure and
resources.
Key areas in
a fundraising plan
MASS
BIG GIFTS
- Direct mail (cold and warm mail shots) e.g. raffles
- Digital fundraising - e.g. newsletters/fundraising
via fb/twitter.
- Television/radio appeals…
- Major Donor Fundraising including
- High net worth individuals
- Legacy (‘Gifts in wills’)
to reach the general public/large cohorts.
Small
INDIVIDUAL GIFT SIZE
PARTICIPATIVE
Events/local groups/community initiatives/jumbles...
- Digital campaigns (e.g.‘ice- bucket challenge’)
- Schools, university initiatives etc.
the ‘multiplier effect’ to raise funds and awareness.
Large volumes of donors giving small amounts, increasing over time.
Relatively small investment per head.
Large
INSTITUTIONAL
- Trusts and Grants fundraising
- Sponsorship/contracts
- Corporate support
Smaller numbers of donors giving significant contributions.
Maximum investment per head.
Research-led and relationship focussed...
Stewardship and research resources need in place.
Little or no personalisation
Types of Fundraising
Tip #1
In a competitive (often brutal) funding landscape, there are some key principles that apply – whether
you are raising money at a community hall or appealing to a large corporation. You need to be able to:
• Communicate effectively who you are and what you do. What difference does your organisation
make?
• Communicate what sets your organisation apart – why choose you over the competition? Is this
(USP) clear and easily understood?
You may have to deliver this information in a variety of ways to different audiences
... The bigger the ask/funder, the more detail (and resources) will be required.
A clear expression of the cause is vital. The key strategic document that ties these points together is
called the Case for Support. It succinctly explains and highlights the need and why it warrants
resources.
It can make your fundraising easier and more effective as it can
be adapted to fit each funder’s requirements...
The Case for Support
The Purpose of the Case
The Case for Support is the ‘anchor’ and fore-runner to any application. It sets out all you are and
achieve as an organisation.
It is NOT the same as the application itself (which is tailored specifically to the donor/funder’s
requirements).
It is a tool to make the application – and the application process – as effective as possible.
The Case will:
• streamline the application process
• ensure key messages are consistent – both internally and externally
• make it quicker to react to funding opportunities ideally, you will have a bank of cases (with different
emphasises e.g. per project) that can be adapted to various audiences, as opportunities arise.
• be a vital tool in building effective applications. It can help organise priorities according to your
funder’s requirements, interests and motivations. Ultimately, it will save time and help you make
better quality and more frequent applications.
Organising Your Case – Key Inclusions
1. ORGANISATIONAL MISSION (CORE PURPOSE*) AND ITS STRENGTHS:
What’s your USP/niche? (e.g. National/local work…) What's your focus?
History and credibility – highlight successfully delivered projects, (consultations and support of users...)
2. PROBLEM/ NEED*/ ISSUE
Verification of importance and urgency - STATS and EVIDENCE... (These are vital to add credibility to your case*)
Take a ‘World view’ before honing down to specifics. Turn big ‘meaningless’ numbers into individual examples.
Is there a case-study that sums up what you are about and the difference you have made? What will happen without the service/funding?
3. THE SOLUTION(s)
Action plan: Methods, means (resources and expertise), quantification – and what makes your organisation stand out?
What can it offer that’s different? Added value/volunteer networks/expertise/faster delivery?)
4. RESULTS AND IMPACT
Quantity and quality of outcomes and the difference your work has made. Numbers are crucial to paint a picture (e.g. We respond to X
phone-calls per hour) ...What is the situation before, during and after your involvement? Case-studies can also communicate the change
effectively (i.e. going from situation A to situation B)
5. MONITORING AND EVALUATION
Robust processes, sound methodologies (may include examples of successful contingency planning)
6. BUDGET/FUNDING PLAN:
How much does it cost to run the service each year/per person helped? (‘SHOPPING LIST STATS’) What are your reserves (justification of this)?
Matched funding opportunities? Key/repeat funders, planned approaches and exit strategies.
1. “CORE PURPOSE”
• Your organisation exists to make something happen – what is it? (The IMPACT)
• Its not about churning out services… (You exist to: improve people’s well-being/build
confidence/give people a home…)
2. “NEED”
• Verify the need. Show there really is a problem out there. Use data and evidence to paint a
CREDIBLE picture.
Kate will be talking about data shortly.
• Remember! What’s obvious to your organisation may not be obvious to donors. Conversely, The
donor may be more well-versed in this than you are! Therefore you want to accurately describe the
need/problem in a way that demonstrates credibility.
Checklist
‘INGREDIENTS’
Tips to make your case...
CREDIBILITY
CLARITY
• Integrity, evidence
(statistics from reliable
sources), achievements
as an organisation… You
have you EVERYTHING
(skills, networks,
management skills…) except the funds.
• Use precise words (so
interpretation is not open to
fuzziness)
• Don’t blur the edges with
jargon – do the +1 test...
Does it make sense to
someone else?!
‘PUNCH!’
• Good words: Action,
Movement, Change
• Not about what you ARE it’s
about what you DO - the
difference you make!
SIMPLICITY
• Keep it brief and succinct
• No diversions, unless they
enforce a point or are
absolutely necessary
From the Case to the Application
RANGE OF FUNDERS
Range of Projects
Organisation
(or Core)
Align with Mission
and Values
Bespoke
Applications
Interest x.
Project #1
TIME SPENT HERE
B
C
Interest
y (z).
Project #2
A
Interest z.
D
E
EVERY DONOR/FUNDER IS DIFFERENT!
EVERY APPLICATION SHOULD REFLECT THE
DONORS INTERESTS AND MOTIVATIONS
How do you know what Funders Want?
• Research, research research!
...Funders need to feel the application was written specifically for them. What are their motivations
and what makes them tick?
Remember! You can tell a ‘blanket’ application a mile off! Make sure it is tailored every time!
Invest resources here (80-20 rule).
(...It takes time! )
Next: Research tools that
will help you structure your
approaches better.
The Cover Sheet
The Cover/Profile Sheet
The Cover sheet is a ‘must-have’ reference point before an approach. It contains:
• Information on the personal history of the orginator of the funds (‘the settlor’)
• The ethos and attitudes of the individual decision-makers
• The type of work is the funder currently interested in? Past projects funded? Are there (e.g. geographical)
areas that are favoured? Make the connection as to why they are funding certain things. If it is not explicit, look
for patterns in what they have funded in the past.
• What sort of funding do they provide? Repeat funding? Are types of funding preferred or excluded?
• How much is available: highest and lowest grant given? Most recent?
• The timing of decision making – what’s their cycle? (diarise Trustee meetings etc. to help form a calendar of
approaches)...
• Critical dates and guidelines re. application format, preferred length, acceptable vs. requested additional
documents (e.g. annual reports).
• Who is involved in the decision? The funder alone or is a wider group involved? What role does the ‘gatekeeper’ play – could this be a Trustee? (e.g. you may find a part-time administrator on the end of the phone is
actually making the decision!)
• Finally – don’t forget your Trustees/organsation’s contacts. Who knows who? This can save you lot of time...
Put this (and any other) key information into a ‘cover sheet’ per funder (ideally to support a database).
Vitally, you must including dates/details of any approach – and who made it.
Communication plans are are based upon good quality and accurate information, so that funding relationships can be built over time.
Tip #2
It is always easier (and more cost effective) to go back to warm funders (previous funders) than recruit new.
Respect for your donor is vital (before, during and after funding...) This means:
Excellent:
• Record keeping – ensuring details of all gifts, approaches, calls and meetings...are recorded on your
database/other appropriate system with scheduled follow-ups in place. It saves you ‘inventing the wheel’
each time. The Cover Sheet (who/when/why/how...) is a useful tool to help manage contacts.
• Project management (sound monitoring/evaluation processes) Proving you are a ‘safe-bet’
• Relationship-building skills (listening to donors requirements) and keeping them in the loop and involved –
this is especially important if things do not go as expected.
Smaller organisations may find it helpful to do less, but do it better
(rather than spreading themselves to thinly)
Summary.
The Case for Support evidences the need and ‘sells’ your organisation as the solution.
It should INSPIRE and be the ‘Go To’ document for the organisation…
- the place you can go to for key statistics, case-studies and impacts.
You can use it as the starting point for every application – parts will be interchangeable – you can pull out and develop the most significant parts/push
others back, according to funders interests and motivations – be selective!
As you build a bank of projects, build cases for each project. When you are tight on time, it ensures key points are not omitted.
Research and data is vital to fundraising from larger sources.
Good record keeping (e.g. per Cover Sheet) will enable you to develop and maximise warm funders
potential, as well as target new funders more effectively.
Developing such tools will make your fundraising more effective;
- every application will be better than the last, increasing your chances of success.
It will give you more time to focus on what makes a real difference to raising funds:
Understanding funder’s motivations, providing compelling data and evidence and fostering good relationships with donors.