You want to raise more money, and be able to help more beneficiaries, and help donors support you even better.
I suggest that, first, that means identifying your existing supporters, and ensure they are fully engaged. This must come first. Yet so many charities think that that box is ticked.
Only then, think about inspiring new donors, similar to the ones you already have, not trying to fill ’a gap in the market’.
You need to start by analysing existing strengths and weaknesses. In your fundraising, and your existing base of donors and volunteers. You need to build on what you already have. You need to analyse the basis for growth. You need to be able to articulate clearly why the charity wants to/must grow. To help the beneficiaries.
Then, I suggest, focus on the donor. The conventional approach to fundraising is to start with the needs of the charity, and recruit fundraisers to persuade donors to help the charity.
I have a different approach. A donor who has a good experience of supporting her charity will give more, give for longer and be more likely to leave a legacy.
If you believe this, your fundraising strategy should start with the donor.
What motivates her? What prompted her to give to you, rather than some other charity? What are her aspirations of her connection with you? What does she want?
What doesn’t she like?
Does a donor help a charity? Or do you help the donor feel good about making a difference to the world, by giving to help your beneficiaries?
So create your fundraising strategy around the donor.
You need a plan. Not just one-year, but a 3-5 year. You need to get your CEO, Finance Director and trustees bought into the plan, and the ideas and the thinking behind them. This is half the battle. I can help you, and help demystify the process.
At NSPCC, as Appeals Director for 30 years, I grew voluntary income from £3m – £185m. More significantly, given inflation, I grew NSPCC from being No. 15 in the charity fundraising league tables to No.3.
This wasn’t a continuous process. But done in six stages, clear now, but obviously not specifically planned at the beginning. I learnt from each one, and I can give you access to that learning. Looking back, I realise we spent a lot of time discussing and agreeing the obvious. But the process was vital, so that everyone was engaged in the process, and owned the solution.
I can help you. The thinking is the same for charities large and small.
A major appeal An extraordinary opportunity, that every charity should consider.
Mentoring potential star future fundraising directors, or indeed you, if the chemistry was right.
A Particular project I am totally flexible if I have the right skills
“If I had to start a new charity or resuscitate an old one the first call I’d make is to Giles Pegram. A thinker… a strategist… a practitioner– an all-in-one inspirational resource. Pick up the phone!”
Roger Craver, Editor-in-Chief, The Agitator’ USA