Mobilising Volunteers for Fundraising Success Stephen O’Brien, Chairman    Barts and London NHS Trust Lucy Blythe, Directo...
Agenda <ul><li>Role of Volunteers in FR </li></ul><ul><li>Involving and energising board members </li></ul><ul><li>What yo...
Role of Volunteers in Fundraising <ul><li>Assist Director and Development staff to increase fundraising success </li></ul>...
Role of Volunteers in Fundraising <ul><li>They DO NOT: </li></ul><ul><li>Engage in the day-to-day operations and managemen...
Involving Board Members <ul><li>Identify where each Board member can be the most effective </li></ul><ul><li>Perhaps link ...
Energising the board <ul><li>Create an action culture – ask them to work </li></ul><ul><li>  </li></ul><ul><li>Make expect...
What you can ask of Trustees... <ul><li>Make your charity at least within top three charitable commitments </li></ul><ul><...
Who are the leaders for fundraising? <ul><li>Trustees </li></ul><ul><li>Development Board/Council/Volunteers </li></ul><ul...
Steps in the fundraising process <ul><ul><li>1. IDENTIFY  - potential supporters </li></ul></ul><ul><ul><li>2. RESEARCH  –...
Division of labour in FR process © 2011 Philia International (OK to reproduce with prior permission and crediting Philia I...
Working with Trustees on an ASK <ul><li>Preparation for the ask: </li></ul><ul><li>Analyse the research, study the prospec...
To help, what do Trustees need? <ul><li>Knowledge about your charity and about specific projects for which you are fundrai...
What are Trustees like?! <ul><li>Willing to work for you, but need to be asked </li></ul><ul><li>Keen for a challenge, so ...
Board Motivations - personal <ul><li>Passion for the  cause </li></ul><ul><li>Desire for the  organisation  to succeed </l...
Board Motivations – career/public life <ul><li>Valuable experience (CV gloss or stepping stone) </li></ul><ul><li>Status o...
General Board Motivations <ul><li>Engage or influence people within their sphere of influence in the cause </li></ul><ul><...
Recruiting to your board <ul><li>Make succession planning a continuous concern </li></ul><ul><li>Understand board role and...
Observations from inside and out <ul><li>Contrary to opinion, abundance of capable and interested Trustee prospects, but f...
Ideas for identifying new Trustees N.B. Trustee recruitment is responsibility of the Board or  delegated to Nominations Co...
Best practice recruitment <ul><li>Planning </li></ul><ul><li>Continuous relationship-building </li></ul><ul><li>Horizon-sc...
Essential qualities for a new Chairman <ul><li>Time, Talent, Treasure (Work, Wealth, Wisdom) </li></ul><ul><li>Governance ...
Special considerations for Chairman during Campaign or funding squeeze <ul><li>Influence (in areas relevant to your cause)...
Contact for questions <ul><li>Lucy Blythe </li></ul><ul><li>Director, Philia International </li></ul><ul><li>  </li></ul><...
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Lucy Blythe, Philia International & Stephen O'Brien, Barts and London NHS Trust

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Mobilising volunteers for fundraising success. Presented at NCVO Sustainable Funding Conference 2011: Adapt, Gain, Grow.

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  • I set up Philia because I believe boards make a huge impact on charity success. I wanted to help improve the quality, diversity and effectiveness of NFP leadership, and in particular to see more boards with diverse talent and real impact providing constructive leadership for committed executive teams.
  • In small charities, the Director often does more of the background work (research and planning) that would be the responsibility of Fundraising staff in a larger charity.
  • In small charities, the Director often does more of the background work (research and planning) that would be the responsibility of Fundraising staff in a larger charity.
  • Motivations will inform who contacts them, how, where, at what stage of the process. For example, some candidates will not take the role seriously unless they feel that they have been identified as the unanimous first choice.
  • VISION What do you need, but more important, what WILL you need? The best boards are DIVERSE Skills, experience, age, attitude, geography, ethnicity, gender, community networks, spheres of influence, ‘representation’ (but beware, as this should be secondary role, and when they are in the board room, they need to be part of the team, not just lobbying for a section of stakeholders), personality Governance docs Check process for recruiting trustees Check special requirements for appointment of Chairman Info pack Brief overview &amp; history of charity Outline of future activity, including fundraising campaigns, capital building plans, major programmes or initiatives, policy challenges Role description Outline of process (incl application form, or instructions how to apply or to be nominated) Contact person for candidates
  • Treasure means ‘to contribute, within the limits of their financial means, to the organisation they govern.’ CONTROVERSIAL but I think essential.
  • Lucy Blythe, Philia International & Stephen O'Brien, Barts and London NHS Trust

    1. 1. Mobilising Volunteers for Fundraising Success Stephen O’Brien, Chairman Barts and London NHS Trust Lucy Blythe, Director Philia International © 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    2. 2. Agenda <ul><li>Role of Volunteers in FR </li></ul><ul><li>Involving and energising board members </li></ul><ul><li>What you can ask of Trustees </li></ul><ul><li>Steps in the process and who does what </li></ul><ul><li>Working with Trustees on an ASK </li></ul><ul><li>What you need to give Trustees </li></ul><ul><li>Understanding Trustee motivations </li></ul><ul><li>Recruiting to your board </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    3. 3. Role of Volunteers in Fundraising <ul><li>Assist Director and Development staff to increase fundraising success </li></ul><ul><li>Identify prospects </li></ul><ul><li>Open doors, introduce people </li></ul><ul><li>Make individual or corporate commitment </li></ul><ul><li>Maintain links with supporters and assist with renewal process </li></ul><ul><li>(if formal cttee) link back to Trustee Board </li></ul><ul><li>And many other possibilities... </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    4. 4. Role of Volunteers in Fundraising <ul><li>They DO NOT: </li></ul><ul><li>Engage in the day-to-day operations and management of the organisation </li></ul><ul><li>Get involved in detailed programme decisions </li></ul><ul><li>  </li></ul><ul><li>Set targets </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    5. 5. Involving Board Members <ul><li>Identify where each Board member can be the most effective </li></ul><ul><li>Perhaps link them to a particular area of the organisation </li></ul><ul><li>  </li></ul><ul><li>Encourage them to see/understand the work and feel involved, proud and inspired </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    6. 6. Energising the board <ul><li>Create an action culture – ask them to work </li></ul><ul><li>  </li></ul><ul><li>Make expectations clear – be specific </li></ul><ul><li>  </li></ul><ul><li>Equip with information – e.g. research on funding prospect they will help approach </li></ul><ul><li>Follow through on practical details – always do what you say </li></ul><ul><li>Make it easy to be successful </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    7. 7. What you can ask of Trustees... <ul><li>Make your charity at least within top three charitable commitments </li></ul><ul><li>Be informed and passionate ambassadors </li></ul><ul><li>Help identify sources of support </li></ul><ul><li>Open doors and help cultivate prospects </li></ul><ul><li>Demonstrate leadership through own gifts (even if only symbolic, small amounts) </li></ul><ul><li>Thank and steward donors ( start here, as it is not asking for money and people LOVE doing it) </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    8. 8. Who are the leaders for fundraising? <ul><li>Trustees </li></ul><ul><li>Development Board/Council/Volunteers </li></ul><ul><li>Existing donors/supporters </li></ul><ul><li>Director, senior management </li></ul><ul><li>Development professionals </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    9. 9. Steps in the fundraising process <ul><ul><li>1. IDENTIFY - potential supporters </li></ul></ul><ul><ul><li>2. RESEARCH – capacity, interest, personal connections </li></ul></ul><ul><ul><li>3. PLAN – cultivation and solicitation steps </li></ul></ul><ul><ul><li>4. INVOLVE – carry out the cultivation plan (meetings, visits, etc) </li></ul></ul><ul><ul><li>5. ASK – decide who, when, where, amount, specific project </li></ul></ul><ul><ul><li>6. CLOSE - finalise the gift, deal with arrangements re tax, instalments, etc </li></ul></ul><ul><ul><li>THANK – Formal/legal, and from any people who mean something to the donor within the charity </li></ul></ul><ul><ul><li>STEWARD – keep involved until time to make the next ask </li></ul></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    10. 10. Division of labour in FR process © 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    11. 11. Working with Trustees on an ASK <ul><li>Preparation for the ask: </li></ul><ul><li>Analyse the research, study the prospect </li></ul><ul><li>Agree objectives and desired outcomes </li></ul><ul><li>Agree what amount to ask for </li></ul><ul><li>Preparation for the actual meeting: </li></ul><ul><li>Consider how to answer objections </li></ul><ul><li>Agree who does what in the meeting </li></ul><ul><li>Rehearse, rehearse, rehearse </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    12. 12. To help, what do Trustees need? <ul><li>Knowledge about your charity and about specific projects for which you are fundraising </li></ul><ul><li>Peer review/memory jogs to identify who they know who can be helpful </li></ul><ul><li>Print materials, a ‘case for support’ </li></ul><ul><li>Engagement opportunities (events, site visits) </li></ul><ul><li>Someone to help them with the Ask </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    13. 13. What are Trustees like?! <ul><li>Willing to work for you, but need to be asked </li></ul><ul><li>Keen for a challenge, so don’t make them wait </li></ul><ul><li>Easily un-impressed, so be: </li></ul><ul><ul><li>Prepared , Confident </li></ul></ul><ul><ul><li>Professional, Trustworthy </li></ul></ul><ul><ul><li>Responsive, Follow through </li></ul></ul><ul><ul><li>Appreciative, respectful </li></ul></ul><ul><ul><li>Inspiring and even fun to work with </li></ul></ul><ul><li>Build trust, never embarrass them, and help them succeed and be proud of what they have achieved. Do your research, communicate clearly and plan carefully so that Trustees can succeed on the charity’s behalf. </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    14. 14. Board Motivations - personal <ul><li>Passion for the cause </li></ul><ul><li>Desire for the organisation to succeed </li></ul><ul><li>Desire to ‘put something back’ </li></ul><ul><li>Get involved in something ‘different’, not work-related </li></ul><ul><li>Frustration with current leadership/direction or need not met </li></ul><ul><li>History/Family commitment or tradition </li></ul><ul><li>Opportunities for entertaining and ‘hosting’ </li></ul><ul><li>Respect for the people involved </li></ul><ul><li>‘ Riding to the rescue’ </li></ul><ul><li>‘ Having fun’ </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    15. 15. Board Motivations – career/public life <ul><li>Valuable experience (CV gloss or stepping stone) </li></ul><ul><li>Status of association with the organisation or cause </li></ul><ul><li>Fill (time or status) gap left by retirement or change of career </li></ul><ul><li>Public platform </li></ul><ul><li>Aspiring to be equal to/ better than past Chairman </li></ul><ul><li>Desire for public recognition/honours </li></ul><ul><li>Career development in broadest sense </li></ul><ul><li>Desire and ability to leverage their networks and position for the good of the cause </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    16. 16. General Board Motivations <ul><li>Engage or influence people within their sphere of influence in the cause </li></ul><ul><li>Expand personal networks </li></ul><ul><li>Connection to the community </li></ul><ul><li>Sense of social obligation, duty </li></ul><ul><li>Social aspirations </li></ul><ul><li>Learning </li></ul><ul><li>Apply ‘talents’ </li></ul><ul><li>Achieve results </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    17. 17. Recruiting to your board <ul><li>Make succession planning a continuous concern </li></ul><ul><li>Understand board role and medium-term aims of the organisation: in 5 years, what WILL you need? </li></ul><ul><li>Board assessment, including review of skills gaps and any representation required </li></ul><ul><li>Assign responsibility for the process to someone </li></ul><ul><li>Timetable realistically – lots of time for research and networking </li></ul><ul><li>Prepare engaging and honest info pack candidates </li></ul><ul><li>Search = relationship building: long-term, continuous </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    18. 18. Observations from inside and out <ul><li>Contrary to opinion, abundance of capable and interested Trustee prospects, but few with Chairman skills </li></ul><ul><li>Lack of succession planning </li></ul><ul><li>No cultivation of existing leadership </li></ul><ul><li>Unclear aims/vision </li></ul><ul><li>Focus on today’s needs (not future needs) </li></ul><ul><li>No role description </li></ul><ul><li>‘ Word of mouth’ sourcing (80% of UK charities) can lead to limited networks and lack of diversity – weaknesses </li></ul><ul><li>Start too late, not enough time </li></ul><ul><li>‘ Selling’ the role without honesty re challenges </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    19. 19. Ideas for identifying new Trustees N.B. Trustee recruitment is responsibility of the Board or delegated to Nominations Committee of the Board <ul><li>Fantasy Trustees– brainstorm. </li></ul><ul><li>Who lives or works locally? Convenience is often a major issue. </li></ul><ul><li>Who studied nearby, or a relevant subject? </li></ul><ul><li>Look at people’s ‘interests’ – not always obvious </li></ul><ul><li>Ask for ideas from: </li></ul><ul><ul><li>your major funders and prospective funders </li></ul></ul><ul><ul><li>past key staff </li></ul></ul><ul><ul><li>professional organisations (e.g. accountants, lawyers, PR) </li></ul></ul><ul><ul><li>other charities </li></ul></ul><ul><li>Track and cultivate successful Trustees from other charities </li></ul><ul><li>For Chairman, look for successful people at or near the top of their career, as they are more likely to have control of their time </li></ul><ul><li>Ask the best possible people, and you might be surprised </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    20. 20. Best practice recruitment <ul><li>Planning </li></ul><ul><li>Continuous relationship-building </li></ul><ul><li>Horizon-scanning </li></ul><ul><li>Advance research, ensure diverse candidate list </li></ul><ul><li>Plenty of time for process (  6 months ) </li></ul><ul><li>Honesty in briefing </li></ul><ul><li>Qualification of prospects before candidacy </li></ul><ul><li>Fair and transparent process </li></ul><ul><li>Ask the difficult questions </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    21. 21. Essential qualities for a new Chairman <ul><li>Time, Talent, Treasure (Work, Wealth, Wisdom) </li></ul><ul><li>Governance experience or instinct </li></ul><ul><li>No private agenda </li></ul><ul><li>Able to get diverse people to act as a team, and to enable them all to be heard and have impact </li></ul><ul><li>Willing and able to support the CEO </li></ul><ul><li>Communicator, influencer with integrity </li></ul><ul><li>Makes this their top charitable commitment </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    22. 22. Special considerations for Chairman during Campaign or funding squeeze <ul><li>Influence (in areas relevant to your cause) </li></ul><ul><li>Networks, esp within HNWI or funder circles </li></ul><ul><li>Communicator (balance with CEO) </li></ul><ul><li>Willingness and comfort asking for money </li></ul><ul><li>Ability to energise board to fundraise </li></ul><ul><li>Stature to attract high-quality new trustees </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)
    23. 23. Contact for questions <ul><li>Lucy Blythe </li></ul><ul><li>Director, Philia International </li></ul><ul><li>  </li></ul><ul><li>Office +44 (0) 844 201 1000 </li></ul><ul><li>Mobile +44 (0) 790 696 4499 </li></ul><ul><li>[email_address] </li></ul>© 2011 Philia International (OK to reproduce with prior permission and crediting Philia International)

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