1. How to Build and Maintain a Winning
Fundraising Team and Develop Key Skills
Daryl Upsall
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26 March 2009

2. Speaker Background – Daryl
Upsall
• 25 years working in NGOs
• Worked in fundraising, campaigning and communication
in 40+ countries
• Headed Greenpeace global fundraising for 8 years and
responsible for raising more than $1 billion for
Greenpeace
• Director of 4 fundraising agencies in Spain (Telephone,
Face to Face, Consulting, Corporate Fundraising) with
over 300 staff
• Clients are mainly international NGOs and Spanish
charities and 80% of Spanish fundraising NGOs
• Recruited and trained staff for NGOs in over 20 countries
• Based in Madrid with clients in 12 countries and most of
the international HQ of INGOs and UN agencies
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3. Daryl Upsall Consulting International SL
Client List - International HQs
• ActionAid International • MORI
• Age Concern International • MSF Access to Medicines Campaign
• Blackbaud • MarViva
• CARE International • Oak Foundation
• Charles Darwin Foundation • Pew Environment Group
• Christian Aid • Red Cross (IFRC)
• Christian Blind Mission • Save the Children International Alliance
• Christian Children's Fund • Social Accountability International
• Club de Madrid • SOS Kinderdorf International
• Concern Worldwide • The Antarctica Project
• Covenant House/Casa Allianza • The Brooke
• Deaf Child Worldwide • The Climate Group
• Drugs for Neglected Diseases Initiative (DNDi) • The Global Fund
• European Critical Care Foundation • UN – Food and Agriculture Organisation
• Foundation Theodora • UNESCO
• DARA Foundation • UNHCR
• Global Reporting Initiative • UNICEF
• Greenpeace International • United Bible Society
• Habitat for Humanity International • World Association of Girl Guides and Girl
Scouts
• HelpAge International
• WSPA
• International Deaf Children's Society
• World Villages for Children
• International Institute for Strategic Studies
• WWF International
• Merlin
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4. In this session
• International market research on salaries and
staff motivations
• Key considerations when recruiting staff
• Importance of the right level of compensation
• Suggested best practice in recruitment process
• How to hold onto great fundraising staff
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5. Straw Poll
1. Why did you join the sector?
2. How long have you been in your current
post?
3. Who is really happy and fulfilled in their
current role?
4. Is everyone happy with their salary and
benefits?
5. Who is searching for new staff?
6. Anyone looking for a change?
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6. What qualities do you think are
essential for being a top
fundraiser?
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7. Optimism
Optimismo
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8. Vision
Visión
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9. Passion
Pasión
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10. Innovation
Innovación
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11. Combination
+
Combinación
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12. Humour
Humor
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13. Why do we join the non-profit
sector?
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14. Market Research
Data from UK, Canada/USA, International
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15. AFP Compensation Study
Why join the sector?
Majority of respondents said it
was:
1. to find more challenge or
scope (37%)
2. it provided an opportunity to do
more meaningful work (22%)
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16. UK - Fundraisers without a cause?
• 96% of respondents said they
joined the charity sector to do
more meaningful work
• little preference expressed for
a specific cause
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17. UK - Why take up current post?
1. 51% because it offered more
responsibility and a more interesting
brief.
2. 42% joined their organisation because of
its reputation
3. 34% moved to acquire a higher salary
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26 March 2009

18. International Fundraising Congress Delegates
Survey
Conference attended by fundraisers from 65 countries
Sample 137 – 20% response rate
46% Fundraising
33% Communications
34% in post under 1 year
29% with organisation under 1 year
31% with organisation over 4 years
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19. IFC - Why in current post?
1. More interesting (32%)
2. More responsibility (30%)
3. Values (26%)
4. Location (19%)
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20. Why Scottish Fundraisers join sector
What was your reason for moving into the not for profit sector?
Reason Number of respondents
Make a difference/commitment to cause 23
Had been a volunteer 5
The job/pay/conditions were attractive 15
Fell into it 5
Change of focus 10
Wanted to be a fundraiser 5
Career development 9
Job satisfaction 7
Variety 2
1st Scottish Salary Survey 2008
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21. So where do fundraisers
come from?
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22. Where do fundraisers come from in the
UK and Ireland?
• 49% stated that their
previous post was in the
commercial sector (UK)
• 13% were in the public
sector before they took their
previous post (UK)
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23. Where do fundraisers come from in the UK?
• In post for an average of three years.
• 69% had come to this post via the voluntary sector.
• 19% per cent had come from the private sector
• 10% cent from the public sector.
• 18% had previously held a different director level job –
be it within fundraising or a different area.
• 46.5 per cent% entering the role of director of fundraising
had been a promotion from a previous role as manager
or head of department.
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24. Canada - Where do fundraisers come from?
1. Public relations/marketing (23.5%)
2. Business (20.1%)
3. School/student (15.5 %)
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25. Where Scottish fundraisers come from
What did you do prior to working in the sector?
Occupation Number of respondents
HR 2
Forces 1
Commerce (SME) 5
Management 6
Administration 6
Financial Sector 3 1st Scottish Salary Survey 2008
Consultancy 3
Sales/Marketing/Advertising 24
Science and Technology 4
Civil Service 6
Education 2
Nursing 2
Hospitality 3
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Straight from study 15
26 March 2009

26. Key Challenges in Recruiting
Top Fundraising Staff Today
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27. Key Challenges in Recruiting
Fundraising Staff Today
• Global shortage of successful
experienced fundraisers
• More competition from new NGOs and
INGOs entering markets
• Increased focus on work/life/family
balance reducing mobility
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28. Key Challenges in Recruiting
Fundraising Staff Today
• Costs of relocating staff increasing
• Reluctance to relocate do due major
intenational city housing costs
• Larger charities and especially INGOs
and UN agencies willing to pay for the
best staff...leaving others behind
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29. Challenges in Recruiting
Fundraising Staff
• Culture, arts and higher education in separate
fundraising ghettos from main charity fundraising
sector
• Little movement of staff between arts, culture
and higher education and vitually none with the
charity sector
• Big gap between experience of senior staff and
next level
• Market oversupply of direct marketing trained
fundraisers as the tool declines
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30. Key shortages in fundraising
staff
• Major donor/capital campaign fundraisers at all
levels
• Senior experienced consultants with proven
track record especially in major gifts
• Development Directors with international track
record
• Higher education and cultural sector senior
fundraisers in Europe
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31. What about the money?
...I mean salaries!
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32. Salary Levels
• Do you know what the market is paying?
• Are your salaries competitive enough to
get the right staff ?
• Can you offer a bonus or other incentives
such as training, international work
experience?
• What are you doing to make a job in your
organisation especially attractive
• Have you looked for corporate seconded
staff (esp. in a economic crisis)
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33. So what are fundraisers
earning?
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34. Median Salary by Years Experience - Job: Program
Coordinator, Non-Profit Organization (Ireland)
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35. Median Salary by City - Job: Program
Coordinator, Non-Profit Organization (Ireland)
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36. Salaries in Irish Non-profit Sector
• The first survey of pay and benefits
in Ireland’s community, voluntary
and charitable organisations reveals
a picture of a growing third sector
with a high demand for professional
skills.
•
• Over 300 organisations participated
in a survey commissioned by The
Wheel
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37. High demand for skilled professionals in charity organisations
in Ireland
• Ireland’s community, voluntary and charitable organisations
currently employ over 40,000 full-time and 23,000 part-time staff,
• Volunteers provide equivalent of a further 31,000 staff.
• Sector contributes more than €2.5 billion to the economy (8.4% of
GDP)
• Employs 8.8% of the work force.
• 82% of the workers surveyed were female
• 85% part-time workers.
• 50% employees covered worked in the health sector
• 30% in the survey are involved in development (including overseas
development) and housing activities.
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38. High demand for skilled professionals in charity organisations
in Ireland
• 23% of the organisations have experienced recruitment
difficulties over the past 12 months.
• Main reasons stated are that they could not find the right
people, or could not find the right skills.
• quot;The research also suggests that there is strong
competition to recruit and retain staff not just within the
non-profit sector but also with the commercial sector.
sectors of the economy,” said Deirdre Garvey, CEO of
The Wheel.”
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39. Scottish Salary Survey 2008
What Scottish Fundraisers earn compared to other parts of the UK
Occupation Scottish Salary UK (outside London)
level
Director of Fundraising £56,500 £54,000
Deputy Director of Fundraising £42,500 £40,110
Head of Fundraising £38,850 £39,480
Fundraising Manager £32,200 £35,441
Major Gift Fundraiser £29,800 £31,000
Corporate Fundraiser £29,200 £33,261
Alumni Fundraiser £27,500 £28,000
Regional/Community Fundraiser £27,100 £28,566
Events Fundraiser £26,500 £28,000
Trust Fundraiser £26,400 £26,700
Donor Development Fundraiser £24,100 £26,483
Fundraising Officer £24,000 £25,746
Fundraising Administrator £19,200 £20,180
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40. Scottish Salary Survey 2008
Do you think your salary is competitive in comparison to other people
doing similar work in the sector?
Answer % of survey respondents
Yes 57.1%
No 20.2%
Don’t know 19.0%
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41. UK survey shows charity chief executive
salaries are bucking the recession
• UK charity chief executives are now earning a
median salary of nearly £60,000
• Over 8% more than in 2007
• Salaries for those heading the UK's largest
charities remain firmly over the £100,000 mark
Association of Chief Executives of Voluntary Organisations (ACEVO). 12
November 2008
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42. UK growing gap in pay between women and
men in CEO positions
• ACEVO 2008 Pay Survey shows that the median salary
for female charity CEOs is £11,000 lower than the
equivalent for their male counterparts.
• The gap appears to be widening, with salaries for men
rising faster than for women.
• With the exception of women employed in organisations
with an income of £150,000 - £250,000, the salaries of
men in all organisation income bands are higher,
• Women less likely to hold chief executive positions in
larger charities.
Association of Chief Executives of Voluntary Organisations (ACEVO). 12
November 2008
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26 March 2009

43. The Professional Fundraising Directors of
Fundraising survey - July 2008
• 127 respondents were directors of
fundraising for a wide variety of charity
organisations, universities, schools and
arts and cultural organisations.
• The overall income of the organisations
responding was £2.3bn, of which the
respondents had raised £725m.
• The average salary bracket was between
£40,000 and £50,000
• For every £1 they earned, they raised
about £130.
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44. Size Matters Charity Pulse - July 2008
Size Annual income
less than £1m
Micro
between £1m and 4.9m
Small
between £5m and £19.9m
Medium
between £20m and £99.9m
Large
over £100m
Super
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45. Size Matters Charity Pulse - July 2008
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46. UK –Salary and Benefits...
...what´s expected
• Market rate salary 95%
• Holidays 85%
• Flexible hours 80%
• Pension 76%
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47. UK - Good Cause versus the Good
Life?
• 50% suggested more holidays, a
sabbatical after 5 years
• more flexible hours and working less days
per week
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48. IFC High Achievers?
How would they like to be rewarded?
Bonus 22%
More base pay 32%
“Thank you” 32%
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49. How to recruit great staff
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50. Organizational readiness
• Is your human resources department up to the job?
• Are your internal documents up to date such e.g. job
descriptions, organigram, key vision and strategy
papers?
• Do you have a recruitment panel with the right skills and
dates blocked for the process?
• Do you have internal recruitment procedures that need
to be followed?
• Have you surveyed the marketplace relating to the post?
• Do you need external help from a headhunting agency?
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51. Internal stakeholders and
decision makers
• Who is involved in deciding to create or replace
a post? Does the Board need to be involved?
• Is there a union or works council role?
• Are there gender/race priorities to be met?
• Is the budget for the hire costs and
salary/benefits approved?
• What about the team they are to manage?
• Who makes the final decision? Is here or at the
national/international HQ?
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52. Job Design
First questions:
1. Why is the job or role being
set up?
2. What is it intended to
achieve?
3. How does it contribute to
the organisations goals?
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53. Job reality check
• It makes sense
• Has a purpose and makes a clear contribution to
the organisation
• Requires complementary skills so can be done
by a flawed human being
• Gives scope for growth and skill enhancement
• Will give holder satisfaction and a sense of
achievement
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54. Considerations in Salary Setting
• Non-profit sector salaries within the country (or
within international) and market supply and
demand
• Sector within non profit e.g. health, advocacy,
overseas development, education
• Location of post (e.g. in capital city or depressed
rural area, length of commute)
• Size of organisation (staff and income)
• Size of challenge – expectation of staff
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55. Salaries, benefits and contracts
• Salary meets the market expectation for the post
• Number of years experience in fundraising
required
• In line with internal salary structures or an
agreement to go outside them
• Are your employment contracts and
salary/benefits, relocation package etc up to
date?
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56. Considerations in Salary Setting
• Reputation/status of organisation
• Other perceived benefits (e.g. international travel
opportunities)
• Internal culture & stakeholder roadblocks (from staff,
management, Board, members, clients , funders)
• Expectation of post-holder to make a big life change (eg
change country/move family)
• Public relations and communications impact of being
seen to pay “excessive salaries”
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57. The value and reward of training
‘An investment in knowledge always
pays the best interest.’
Benjamin Franklin
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58. Recruitment Methods
• Internal Promotion
• Internal Announcement
• Press Advertising
• Internet – recruitment
sites/NGO sites
• Email – recruitment/list
serves/viral marketing
• Networking
• Headhunting
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59. Reduce the volume - increase
the quality
• ONLY accept applications via email
• Many non-profits are proud that they receive
200-300 applicants….not! it’s a sign of failure
• A well focused search using some or all of the
tools should generate no more that 20 “real
candidates”
• From this you should find 6 for full interview
and testing
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60. Decision making criteria at each
stage
• Always work from an agreed job
description and person specification
• Be clear at all times that successful
candidates MUST meet the criteria
• Use scoring system with points and make
sure all the panel use it in short-listing and
interviews
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61. Longlisting
• Create a matrix
• Work via email with
the longlisting panel
• Only include those
that that meet ALL the
essential criteria
• Try to rank order
them using a matrix
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62. Shortlisting
• Interview EVERY candidate on the long-list in
person or to save resources by phone.
• Verify the seriousness of their application
• Make sure that there are no personal, legal or
family problems with moving/relocating
• Verify their claims regarding previous career
• Find out what their concerns are
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63. Interviews – Different Types
• One to one
• Panel interviews
• Structured interviews
• Competency based interviews
• Focused interviews
• Behavioural event interviews
• Situational interviews
• Informal interviews
• Final interviews
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64. “The interview”, tests, presentations…
Final Interview – Tests and
Presentations
• In tray exercise
• Group role play
• Presentation on organisation
related theme
• Decide on use of PowerPoint
or not
• Psychometric tests
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65. To test or not to test
• Psychometric tests – useful if
complex relationships, change
or conflict are involved
• In tray exercises – good for
time management
• 10 mins presentation – good
for measuring communication
and some strategic skills
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66. Background Refences – Why take
them?
• To make sure that you are making the
right hire
• To verify interview claims
• To check out potential areas of
weakness
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67. Follow up
• Be sure to make sure the candidate (and
panel) know the post interview decision
making process and timetable
• Make decision with panel on time
• Inform the unsuccessful candidates and
let them have some feedback
• Take up formal references
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68. Follow up and the offer
• Make formal offer –subject to contract
• Clarify all outstanding issues before
signing formal contract
• Inform staff, key stakeholders and
where appropriate agree media
strategy with candidate to announce
the appointment
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69. Motivating and Keeping
Your Staff
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70. These INGOs are looking for the
best staff In Ireland too!
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71. Once you’ve got brilliant staff –
keep them!
• Involve them in all aspects of
the organisation
• Let them know how they are
doing
• Offer training/development
• Play to strengths
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72. Induction and training
• Arrange a full induction across the organisation
esp. in the program area
• Make sure that there are key criteria for the
probation period and these are followed through
on
• Develop a training program tailored to their and
your needs
• Ensure that they have a clear annual review and
performance assessment program in place
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26 March 2009

73. International Fundraising Congress - Why
Fundraisers Leave Their Jobs?
First choice: More challenge 45%
Second choice: More pay 30%
Third choice: Bad management 23%
Fourth choice: No training 24%
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74. AFP Compensation Study
– Reasons for leaving job
• To earn a higher salary (37 % for
U.S. and 39 % for Canada)
• Frustration with the work
environment (27 % for U.S. and
26% for Canada)
• Greater opportunities for career
advancement elsewhere (24% U.S.
and 28% of Canada)
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75. Main causes of dissatisfaction for
professional fundraisers
• “Insufficient staff personnel in
team”
• “Leadership unappreciative of
fundraising”
• “Competition from other
assigned duties”
Sounds familiar in Ireland?
Source: AFP Compensation Study 2006 Summary Highlights
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76. Size matters
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77. Charity Pulse annual voluntary
sector-wide staff satisfaction survey
• Small charities: with under 50 staff
• Medium-sized charities: with 51 - 200 staff
• Large charities: with over 201 staff
With this new data to hand, where should charity
leaders be focussing their attention to improve
their staff satisfaction, motivation and retention?
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78. Charity Pulse annual voluntary
sector-wide staff satisfaction survey
The aim of the research is to build up a picture of
working life in charities and help to raise the standard of
people management in the sector.
Survey asks charity workers questions about:
• work/life balance
• quality of internal communications in their organisation
• effectiveness of their management
• their views on development, reward and loyalty
• over 1000 charity people taking part, representing 181
charities.
• 2008 report focuses on the effect of a charity’s size on
staff satisfaction
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79. Charity Pulse annual voluntary
sector-wide staff satisfaction survey
• People working for medium-sized charities
responded more favourably to virtually every
oneof the 42 questions we asked in the Charity
Pulse survey.
• Small can be beautiful, fleet of foot and full of
passion - but poor systems and a lack of
resources can increase workplace stress.
• Medium sized charities are the best ones to
work for.
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80. Charity Pulse annual voluntary
sector-wide staff satisfaction survey
• Large charities have the brand reputation to
attract plenty of funding and the ability to recruit
and reward the best staff.
• But bureaucracy and the politics that can drive
staff crazy
• Medium-sized charities have the best of both
worlds, combining good working relationships
with effective policies and systems.
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81. Workload
Small charity staff feel under the most pressure with their workload
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82. Work/life balance
medium-sized charity workers still fared the best
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83. Work Flexibility
Larger charities failing to offer the same levels of flexibility as small and medium ones
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84. Small charities – staff retention
and motivation
Small charities have the most pressure on resources,
but also have the opportunity to capitalise on close and
effective working relationships.
Priorities for action:
• Ensure that work objectives are not achieved at the
expense of manager-staff relationships
• Explore cost-effective ways to support staff training and
development
• Review the effectiveness of the senior management
team (or equivalent)
• Uncover any management or organisational issues are
that are hastening staff departures
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85. Medium-sized charities
Medium sized charities have the best of both worlds -
the challenge is to maintain effective working practices
as their organisations grow.
Priorities for action:
• Ensure that managers are rewarded for good people
management
• Establish - or reinforce - good internal communication
systems
• Monitor staff satisfaction to pick up any early signs of
discontent
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86. Large charities
Large charities have the most complex organisational
issues, but also have more options for how they use their
resources.
Priorities for action:
• Be open to new ideas on flexible working
• Explore new ways of helping senior managers keep in
touch with staff views and work
• Review the effectiveness of the senior management
team
• Uncover any management or organisational issues are
that are hastening staff departures
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87. Keeping good staff in a downturn – Institute of
Directors (UK)
Talk with your staff
• People join organisations but leave managers, so the relationship
between managers and staff is extremely important,“
• Make sure you speak regularly about each employee's workload
and give constructive assistance, especially if they feel demotivated.
• Staff are also likely to appreciate being invited to contribute towards
plans to survive the downturn.
• Have meetings where people can voice concerns or make
suggestions
• Communication is crucial. Unless you talk to your staff, you won't
know what they think or want
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88. The value and reward of training
‘An investment in knowledge always
pays the best interest.’
Benjamin Franklin
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89. Keeping good staff in a downturn – Institute of
Directors (UK)
Career development
• A major reason people leave their jobs is to move into a
more prestigious role elsewhere.
• Offering ambitious people challenging, interesting roles
with clear career development will increase the likelihood
that they will stay.
• quot;Involve people in different areas of the organisation and
include them in key projects.
• Whether people stay at an organisation is not always
based on salary - variety and job satisfaction are equally
important
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90. Training and Support is Key to Retaining Staff
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91. Professional development
• Professional development opportunities are critical to
staff motivation and retention
• Charities are shown to be lacking is in internal support
networks, with many respondents disagreeing that they
have access to such networks than on any other
question.
• Few directors of fundraising had access to a mentor.
• Charities would be advised to consider introducing a
mentoring scheme to senior fundraising staff
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92. More Mentoring is needed
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93. Greater Networking
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94. Keeping good staff in a downturn – Institute of
Directors (UK)
A range of perks
• Reward is critical, however. You may not be able to offer pay rises,
but there are ways to give employees a reason to stay.
• Flexible working arrangements can be a powerful incentive to stay,
not least because it can save your employee travel costs.
• But flexible working can also enable you to keep staff you might
otherwise have to make redundant.
• If you want to survive the recession and hang on to your best staff,
you need to take their needs into account without compromising
your organisations long-term financial health.
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95. Scottish Salary Survey 2008
What additional benefits are included in your salary package?
Answer % of survey respondents
Employer pension 30.8%
Private health care 2.7%
Dental care and/or eye tests 2.7%
Life Insurance 5.0%
Extra holiday in addition to the usual 20/25 days 12.9%
Company car or car allowance 7.8%
Cycle2Work scheme 4.1%
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96. Conclusion
• People work best when they feel good
about themselves
• When they are enjoying their work, feeling
motivated and appreciated.
• They don’t work best when they feel
stressed over-worked and over-looked.
• Healthy people create healthy
organisations
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97. Expert advice for your team
“Create and maintain an
environment where creativity
and innovation can flourish,
where inspiration and aspiration
are normal and where excellence
is recognised and rewarded.”
Ken Burnett, International Fundraising Guru,
and former International Chair of ActionAid
International
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26 March 2009

98. Thank you
Any questions?
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99. Gracias
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100. Calle Caleruega 67 Piso 2
Madrid 28033
Spain
Tel: +34 91 829 0772
Mob: +34 647 450 194
Fax: +34 91 302 0214
Email: daryl@darylupsall.com
Web: www.darylupsall.com
National Conference for Fundraising in Ireland 100
26 March 2009