In the charity sector ‘relationships’ are everywhere. Relationships between trustee boards and fundraising teams, between charities and donors, and between charities and agencies or third parties they work with. Getting these relationships working well and positively is absolutely key to delivering the excellent fundraising that we want to see.
My first job in the charity sector was for a small charity that supported isolated older people on low incomes. The cause wasn’t sexy, the charity was barely known by the public. Even the name confused people about what we did. We had no donor list and very little profile, even in our own part of the sector. One of my main roles (among several) was to be the fundraiser.
This is not a ‘how to’ guide; this is my experience of inheriting the good, the bad and the downright ugly of fundraising strategies, before going on to write several of my own. When tasked with writing a fundraising strategy, you should ask yourself the following questions:
How many times have you been asked to analyse the ‘potential’ of your market? A word that often fits snugly alongside ‘sustainable’ and ‘long-term’ in business plans. If something has potential, we should do it, right?