For many years we’ve listened to a thousand good excuses for not fundraising, however none more frequently or more strongly put than the possible damaging impact of the EU referendum.
Surprising then, that given that the financial crisis of 2008 throughout a period of unmatched uncertainty, our team have handled several of the UK’s most effective fundraising activities by concentrating on these seven, easy ‘home truths’:
Do It Now!
The degree of urgency in Third Sector organisations is typically too low to appropriately deal with their far reaching, financial requirements. Members, paid personnel, as well as Trustees are commonly prepared to settle for the status quo, satisfied with small gains, rather than transformational adjustment. It’s amazing how steady and contented some charities can be, despite a recognised need to ‘generate the money’.
To change this way of reasoning– concentrate first on developing a genuine feeling of urgency– concentrate your core supporters on the minimal time available to achieve meaningful goals, rather than token, step-by-step developments in fundraising performance.
Value Your Volunteers
The two words guaranteed to turn off time-poor, over committed people, are ‘fundraising’ and ‘committee’. Not-for profit’s that nurture, instead of ‘exhaust’ volunteer leadership can achieve exceptional fundraising results.
Be brave, make a promise to stand down your volunteers once the work is done.
Generate momentum by setting a precise period over which the money will be raised. Active individuals will then consent to get engaged, safe in the knowledge of once this dedication of their precious time will ultimately end. The old adage that the job will expand to fill the moment given, holds true in fundraising as well.
Givers Have The Power
Overcome a fascination with getting the widest possible engagement in the fundraising process and instead end up being motivated by how brand-new investments in your charity will actually be used.
The enthusiasm of your group for a ‘transformational’ vision is necessary, so fuel that interest, develop a dedication to the future and demonstrate that they have the power to make it all happen. By giving as generously as they possibly can, they will certainly have the ability to inspire other people to join them in making your shared vision come true.
Deal With Facts
Engage your volunteer askers with prompt and succinct reports, made up of appropriate stats.
Your fundraising team have to know from week to week how many techniques for gifts have been made, just how many are still to be made and also most importantly, exactly what needs to be done to accomplish the next target. Details presented in a favourable way, will focus effort on the most essential actions that need to be taken to get to target.
Create Short-term ‘victories’.
Major fundraising campaigns take time to win. To build confidence and maintain interest, agree intermediate objectives to be attained, like enlisting the needed number of fundraising team members or securing the attendees needed at your information events. These ‘way-markers’ give valuable points from which to chart the campaign’s efficiency, highlighting far more than just the sum of money that has been banked thus far. If you are looking into more details in relation to heritage lottery fund bid writers this particular web-site www.giftedphilanthropy.com contains numerous more well written articles having to do with charity consultancy.
As the ‘way-markers’ are attained, confidence will develop that the supreme target will be reached. “Success brings success” and these short-term wins will definitely help you keep the ‘cynics’ from declaring that nothing is happening!
Manage ‘victories’ Successfully
Premature celebration after a significant gift or other accomplishment can encourage your team to get complacent and sit back hoping that somebody else will raise the rest of what is needed. So be prepared and use your ‘victories’ to highlight just how much more still needs to be achieved to reach your goal.
Interact With Energy
Your transformational vision has to be presented, strengthened and represented, to ensure that there should be no doubt about what is being recommended.
In our experience it’s simply not possible to over-communicate with a community of supporters about exactly how important funding is to your organisation’s future. But please, take care with when and how frequently they’re invited to give.
It’s easy to argue that now is not the right time to fund raise. If it’s not the EU referendum or an economic crisis, then some other powerful excuse can usually be found.
Ultimately no matter the prevailing financial environment, the decision to meet a monetary obstacle through a collective fundraising initiative ought to be based on an immediate and compelling vision of what your not-for-profit group can do to serve its community. By placing these ‘home truths’ right into action, you can go on to achieve your funding objectives now, while others watch and await more certain times to come.