Developing an Organisation’s Capacity for Fundraising
What are the fundraising objectives?
What is the constituency of support?
What are the organisation’s mission and objectives?
Does the cause demand incremental or transformational fundraising?
How is fundraising seen? Core? Or the icing on the cake?
How does the rest of the organisation view fundraising? Does everyone see themselves as a “fundraiser”?
What is the attitude to cost ratios? “One size fits all” or differential?
Perversely, what are the unique implications of “one size fits all”?
How long is “lifetime value”?
How long before “break even”?
How is investment in fundraising compared to investment in equities and bonds?
How does the organisation see donors? Are you “donor led” or product/process led?
What are the obstacles to transformational growth?
How are the relationships between the Appeals Director, Finance Director, Chief Executive, Management Team and Trustees?
What is the Trustees’ attitude to fundraising?
What use is made of the Pareto Principle?
How do you create an aspirational strategy and avoid arrogance?
Who is responsible for the brand?
Do you have the structure for maximising capacity for fundraising?
Do you have the people for maximising capacity for fundraising?
How has the NSPCC grown voluntary income from £3m a year to £120m a year