This document provides guidance on developing a fundraising strategy. It recommends conducting market, competitor and organizational analyses to understand the context. Key elements to address include crafting a compelling case for support, understanding available resources, and selecting appropriate fundraising channels. The document advocates developing recommendations tailored to the organization's strengths and investing in activities that maximize existing brand value. It stresses the importance of documenting the strategy, securing feedback, presenting to the board, and implementing fundraising plans.
3. WHERE TO START
Do your homework and a little bit
of thinking!
•Market analysis
•Competitor analysis
•Organisational analysis
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4. MARKET ANALYSIS
Macro
•Central Bank Quarterly Bulletins
•ESRI Quarterly Economic
Commentary
Micro
•Sectoral research
•FI Fundraising Survey
•ICEM
•2into3 Philanthropy research
•Informal research – talk to your peers
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6. ORGANISATIONAL ANALYSIS
Structure
• numbers
• specialism's
Income lines
• Compare to 2-3 peers
• International comparisons
good
SWOT
• Write from the perspective of
fundraising
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Head of Fundraising
and
Communications
Fundraising
Assistant
(Supporter Care)
Fundraising
Assistant (Direct
Marketing)
Fundraising
Assistant
(Committed Giving)
Director of
Fundraising
Direct
Marketing
Manager
Direct
Marketing
Executive
Fundraising
Assistant
Community
And
Challenge
Events
Manager
Community
Events
Executive
Fundraising
Assistant
Corporate
and Major
Gifts
manager
Trusts and
Foundation
s Executive
Fundraising
Assistant
Supporter
Care
Manager
Data
analyst
Fundraising
Assistant
Fundraising
Assistant
Fundraising
Assistant
Fundraising
Assistant
Fundraising
Assistant
9. 7 QUESTIONS
1. What’s the problem?
2. Who is effected and how?
3. What is IRC doing about it
NOW?
4. What can I do about it?
5. What happens when I do act?
6. What happens if I don’t act?
7. Proof of success
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12. BUILDING A FUNDRAISING PORTFOLIO
• Community
• Who? General public, often local
• Where? Bucket shaking, text to
donate, flag days etc.
• Key issues? Volume driven =>
volunteer resource dependent,
very exposed to economy, CRC
type shocks
• Direct marketing
• Who? cash donors, mostly older
female ABC1s
• Where? Cold mail, inserts
• Key issues? Needs proper
investment budget with 3-5 year
timeframe and expectations
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13. BUILDING A FUNDRAISING PORTFOLIO
• Events (challenge or social)
• Who? younger, less tied to cause
in long term, social butterflies
• Where? 3rd party fundraising =>
social networks
• Key issues? Inspiring and
equipping them. About half will be
rubbish! Staff resource heavy
• Committed givers
• Who? Ideally 35-55 ABC1s, but...
• Where? Door, street, mail, digital
• Key issues? Big investment,
politically troublesome
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14. BUILDING A FUNDRAISING PORTFOLIO
• Corporate
• Who? Staff committees, HR directors,
Marketing Directors
• Where? Good research and personal
approach
• Key issues? Do you solve a
‘problem’ they have? e.g. staff
engagement, brand image
• Major donors
• Who? Inherited wealth; self-made
• Where? Personal approach through
charity’s networks
• Key issues? An investment decision
for the donor – is the organisation
ready?
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15. BUILDING A FUNDRAISING PORTFOLIO
• Trusts
• Who? Committees, professional grant
making bodies
• Where? Good research and personal
approach
• Key issues? Do you fit the criteria?
• Legacies
• Who? Currently unknown to most
charities => we need to change that
• Where? Integrated legacy campaigns
• Key issues? Long term view – it takes
years to benefit.
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16. RESOURCE AUDIT
What have you got?
• People: staff numbers? skill set?
• Channels: Which channels are
currently performing? Which not?
• Volunteers: How many? How engaged?
• Leadership: Supportive?
Understanding? Willing to do their part?
• Money: are there funds for investment?
• Programmes: are they accessible? Can
you bring donors?
• Systems: do you have a decent
database? Do you have someone to
use it?
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18. BRINGING IT TOGETHER...THE MAGIC BIT
Time to make some recommendations to
your Board:
• Your proposition
• Your resources
• The organisations strengths
IRISH RED CROSS
• Very strong brand
• No fundraising
volunteers
• Board not willing to
get involved
• No domestic
programmes to
showcase
• Modest investment
fund
Conclusion:
• Invest in mass
market fundraising
activities that
maximise the value
of the brand e.g.
Committed giving,
direct marketing,
retail, legacies
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19. OVER TO YOU…
Which areas of fundraising do you recommend your board invest
in and why?
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20. PUTTING IT ALL TOGETHER
Write it all down:
• One paragraph summarising each
major section, plus recommendations,
as your executive summary
• Ask a number of key people for
feedback in advance
• Present to board with their blessing
• Go fundraise!
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22. THE BUDGET
What will it cost and how much will
it make?
• Keep it really simple
• Have the detail in the background
• Test the detail against other peoples
expertise: ask them
• Borrow other fundraisers budgeting and
investment model spreadsheets
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23. WHAT NEXT?
Supporter journeys for
• Cash donors
• Committed givers
• Volunteer fundraisers
Stewardship plans in place for
• Major donors
• Corporate supporters
• Legacy prospects
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