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Developing a funding strategy

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The presentation was part of the Funding Conference in London on Monday 23 February 2015.

The presentation was by Richard Sved, NCVO Associate and will help you identify how to plan a strategy and introduce you to new tools that you'll need to monitor your organisations progress.

Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops

Find out more about NCVO's practical support on funding: https://www.ncvo.org.uk/practical-support/funding

The presentation was part of the Funding Conference in London on Monday 23 February 2015.

The presentation was by Richard Sved, NCVO Associate and will help you identify how to plan a strategy and introduce you to new tools that you'll need to monitor your organisations progress.

Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops

Find out more about NCVO's practical support on funding: https://www.ncvo.org.uk/practical-support/funding

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Developing a funding strategy

  1. 1. PM1: Developing a funding strategy Richard Sved, NCVO Associate
  2. 2. PM1: Developing a funding strategy Richard Sved • NCVO Consultant • Interim head of fundraising • Director, 3rd Sector Mission Control
  3. 3. • Help you to identify how to plan a fundraising strategy • Introduce you to key tools to monitor progress Aim of this workshop
  4. 4. • @richardsved • 20+ years in charity sector • Have led the fundraising function of three national charities • Fundraising experience includes Corp., Events, Govt., Lottery, Major donors, Trusts • Serial volunteer and Trustee • Freelance consultant and interim manager (NCVO, 3rd Sector Mission Control) About me
  5. 5. • What are the key issues for you in developing your organisation’s fundraising strategy? or • Why did you book to attend this session?
  6. 6. What is strategy?
  7. 7. Just part of the process
  8. 8. How fundraising fits in
  9. 9. • Be clear about the need • What will you change? • Think about why people give • Get buy-in • With Trustees • Within organisation What do you need to do first?
  10. 10. • Nature of problem/issue • How can you change things? • Why is it important? Why this area? • What if nothing was done? • Will problem increase? • Who will be helped? • How can the donor help you? Do first: be clear about the need
  11. 11. Do first: what will you change?
  12. 12. Cause Conscience Prestige Personal experience Tax Guilt PR Social contacts To feel good Peer pressure Spur of the moment Because asked Knighthood etc. Market needs Benefit community Increase sales Employees Recruitment Do first: think about why people give
  13. 13. • From trustees • Within the organisation Get buy-in
  14. 14. • The gear, the brake and the steering wheel The role of Trustees
  15. 15. • SWOT • PESTLE • Stakeholder analysis • Sustainable funding kite • Evaluating your funding mix • Ansoff matrix • The Sun tool Planning tools
  16. 16. Planning tool: SWOT analysis
  17. 17. • Political • Economic • Social • Technological • Legal • Environmental Planning tool: PESTLE
  18. 18. Planning tool: stakeholder analysis
  19. 19. Planning tool: Sustainable funding kite
  20. 20. Planning tool: Sustainable funding kite • Where are we? • Where do we want to be? • How do we get there?
  21. 21. 1. Split your income into categories: e.g. gifts/donations, grants, contracts, traded income 2. Broadly analyse these income streams • How many separate funders/donors do you have? • How much of your total income are they? • How risky is your portfolio ? 3. What risk factors underlie your funding? • Are there any risks that could impact on a large proportion of your income? • Which areas are impacted by government policy? • What about your ability to deliver outcomes? Evaluate your funding mix
  22. 22. Planning tool: Ansoff’s matrix
  23. 23. Planning tool: The Sun tool
  24. 24. Planning tool: The Sun tool A. Strategic approach B. Income diversity C. Financial management D. Communicating success E. External positioning and marketing F. Relationships
  25. 25. Planning tool: The Sun tool A. Strategic approach B. Income diversity C. Financial management D. Communicating success E. External positioning and marketing F. Relationships
  26. 26. • Recency bias • Misunderstanding averages • Sunk cost fallacy • Copycat tendencies But beware of:
  27. 27. • You just rolled a six Beware: recency bias
  28. 28. • What’s the difference between the mean and the median and • Which one is more important? Beware: misunderstanding averages
  29. 29. “We’ve always done it this way” Beware: the sunk-cost fallacy
  30. 30. “Look at what they’re doing!” Beware: copycat tendencies
  31. 31. • Not a book on the shelf – return to it! • Tracking your pipeline • Use of milestones • Internal reporting • Reporting to trustees • The dashboard Monitoring progress
  32. 32. Tracking your pipeline
  33. 33. Internal reporting
  34. 34. • Mitigating risk Risk register
  35. 35. • This week’s gifts • Month so far? • Last month? • Year to date? • Targets? • To-do list? What do you need on your dashboard?
  36. 36. • What are the key issues for you in developing your organisation’s fundraising strategy? or • Why did you book to attend this session? Did I answer your questions?
  37. 37. • What you do is great • You are not begging • Convey your passion And remember: Do not be afraid
  38. 38. • Funders don’t support organisations, they support people you help or work that you do And also remember: people give to people
  39. 39. • Funders will back organisations that ‘sell’ their strategy to them well But having said that:

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