WHO WE ARE
Dan Fletcher MInstF(Dip)
Kingston Smith Fundraising and Management
Caroline Holton MInstF(Dip)
WHAT YOU NEED
• Start with
• Gain input and
leadership from SMT
• Build a Funding
strategy from your
case for support
• Integrate a Financial
strategy with a
BEWARE OF THE DOG
• Don’t start with your
financial sources or
• Know the difference
between Features and
• Articulate your impact
rather than describe
START WITH A CASE FOR SUPPORT
• These should be linked to mission and vision
• Make sure both are aligned rather than at odds
• Income generators - learn to speak ‘Finance’
• Don’t confuse ‘Costs’ with ‘Investments’
FINANCIAL AND FUNDING STRATEGIES
“If you don’t know where you are
going, you might not get there.”
KEEP IT SIMPLE
Elevator Pitch: Can you sum up what your charity does in
90 seconds, or in 100 words?
In pairs, pick one organisation and draft a 100 word or less
elevator pitch that links your funding strategy with your
STRATEGY ON A PAGE
• Vision, Purpose and Values
• USP, Niche and Reputation
• Long-term and mid-term strategies
• Long-term and mid-term growth indicators
• Key actions
• Key growth indicators
• Consider economic, social and political backdrop.
à la BGI Strategy
SPEND TIME ON FUNDAMENTALS
• Purpose: What drives your passion for the charity? It
needs to be sustainable too.
• Vision: What is the need for your work and how is this
changing? Where do you want to be in 3-5 years
time? What will have changed?
• Values: What activities would be a sackable offence?
What do you stand for?
CONSIDER WHERE YOU FIT IN
• USP: What makes your cause special, why should
people give to you?
• Niche: What ‘market place’ do you operate in? Who
are your competitors?
• Reputation: How do your beneficiaries and donors
define you? How do you manage and protect donors’
interests and investments? Your ethos and strategy
“However beautiful the strategy,
you should occasionally look at the
There are five top-level
areas to consider
• For each there will be
• The time-scales will
vary for different
• Each strategy area
should have growth
indicators to measure
KEY ELEMENTS TO REMEMBER
Strategy area Example
Create some examples
for your own work
• Choose a time-scale -
possibly 12 months
• For each of these five
areas, define how you
will measure growth.
It is always a number.
• Sense check with the
person next to you
GROWTH INDICATOR EXERCISE
Strategy area Example
GROWTH INDICATOR HAND OUT
Strategy area Growth indicator
• Start with organisation strategy first - where do we
want to be and what market are we operating within?
• Develop Fundraising strategy based on financial
targets and realistic ROIs
• Write a ‘Department’ plan for different disciplines -
overall target broken down into manageable monthly
• Develop a granulised ‘Output Document’
CULTURE AND STRATEGY
• Strategic Plans don’t shift organisational culture -
beware of ‘pot-chasing’
• Be open, transparent and fair. Different disciplines
will have different targets
• How do you manage and reward success?
• Show progress publicly - use graphics, boards, charts.
This creates buy-in.
• Educate the whole team out of their silos. Each
‘department’ should understand the other.
GAIN TEAM OWNERSHIP
• Help individuals understand their role/place - how will
the income that they raise be used, what will its
• Keep strategy alive in one-to-one meetings. This can
form a part of ‘Output Document’ which can be
measured during 1:1 and supervision
• Keep balance between carrot and stick
• Develop better team cohesion
GAIN SENIOR OWNERSHIP
• For new work have an agreement with SMT and
• What happens if they only offer half?
• How will this affect your ability to deliver and how
will this impact upon the charity?
• How can existing work be ‘packaged’ into new
CONSIDER WIDER IMPACT
• Shift from capital bids to full-cost recovery
• Shift from office-based to home-working
• Shift from quantity to quality - high volume can
actually be detrimental to success.
Review this Output
Document for Trust
In threes, discuss:
• How would you talk to
the Trusts fundraiser
about the results?
• How would it affect
the current strategy?
• How would this be
communicated to the
FURTHER INFO/CONTACT DETAILS
Dan Fletcher MInstF(Dip)
Caroline Holton BA (Hons) MInstF(Dip)
firstname.lastname@example.org 07961 001710│
NCVO champions the voluntary sector and
volunteer movement to create a better society.
We connect, represent and support over
11,500 voluntary sector member
organisations, from the smallest community
groups to the largest charities.
This helps our members and their millions of
volunteers make the biggest difference to the
causes they believe in.
•Search for NCVO membership
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