Your funding plan Your fundraising plan Why bother? Actually - - PowerPoint PPT Presentation

Your funding plan

Your fundraising plan

Why bother?

Actually …

• Less than 17,000 Charities (71%) reported any

level of fundraising income

• Less than 10,000 Charities (43%) raised more

than $10,000

• 3,200 Charities (13.9%) raised more than

$100,000

• 392 Charities (1.7%) raised more than $1m

But those Charities raised more than $2.5 billion in 2014

So, what is it you are planning for?

• 1. Just to raise more money
• 2. So we can engage people
• 3. To pay for the costs of delivering our services
• 4. To provide a means for people to support our

cause in ways that really change things

• 5. To cover the costs of running our organisation
• 6. To give expression to people’s expectations and

passions

So, what is it you are planning for?

• Just to raise more money
• So we can engage people
• To pay for the costs of delivering our services
• To provide a means for people to support our

cause in ways that really change things

• To cover the costs of running our organisation
• To give expression to people’s expectations

and passions

Transactional Fundraising

Selling merchandise Lottery and Raffle sales Event attendance Ticket sales Selling merchandise

Rules of transactional fundraising

Selling

–the right idea/event/product –to the right person –in the right way –at the right time –at the right price

How about fundraising for these reasons?

• Just to raise more money
• So we can engage people
• To pay for the costs of delivering our services
• To provide a means for people to support our

cause in ways that really change things

• To cover the costs of running our organisation
• To give expression to people’s expectations

and passions

Transformational fundraising

Change the world Make it better for someone Prevent it from happening

A few key principles (for transactional fundraising)

• You’re selling something – make sure it’s fit for

sale and will deliver what’s expected/ promised

• People are buying something – whose

receiving the proceeds is secondary

• It’s a business transaction – organise it and

treat it as one.

A few key principles (for transformational fundraising)

• Open their hearts, then open their minds,

then open their cheque-books

• If you want someone’s opinion, ask them for

money; if you want their money, ask them for their opinion

• If you want become good at this, become an

excellent story-teller.

So, what is it we’re planning?

• Define your purpose/need

– Sensible but not inspirational? Keep trying or stick to transactional fundraising activity

• Define why ‘your organisation’

– Justify why it should not be any of the other 27,000

• Demonstrate value

– Describe what a difference is going to be made/how the money is to be spent

Identify your expertise

• What are you capable of organising (and

repeating)?

– Effectiveness first and efficiency thereafter

• What do you have the resources for

– Determine the size of the activity you can sustain

• What’s your market reach?

– Who is going to buy and how do you communicate with them to sell?

Can you access expertise?

• Event/activity planning
• Event organisation
• Third-party organisation
• Direct marketing and PR supply
• Production and logistics supply
• Market analysis
• Bookings
• Banking
• Reporting

Choose your fundraising options

• Short-term

– Events – Merchandising – Grant-seeking

• Medium-term

– Donor development – Sponsorship – Capital fundraising campaigns

• Long-term

– Bequests – Endowment

So, plan

• For every element of fundraising develop a description
• f

– Why

• what’s the rationale and intended outcome

– What

• a description of the activity, size and elements

– How

• both organisation and market reach/response

– Where

• the logistics of organising

– When

• timetable

– By whom

• key players and responsibilities

– In case

• contingency and risk avoidance plans

– So that

• accountability and celebration plans for success

Available resource assistance

Your plan should include…

• Your annual fundraising plan should include all
• f the relevant elements that

– makes provision for short-term, medium-term and long-term growth – is within the current resourcing capabilities of your organisation – balances short-term need with longer-term investment needs

Questions?