The day started at the FINZ Conference (Fundraising Institute of New Zealand) with a blast of energy as Duane Major and Adam Gard’ner, a youth worker and tennis coach, told the story of how they raised $2.5m to buy a beach that will now be gifted to Her Majesty the […]
I’m writing this blog on the way to New Zealand, where I will speak at the FINZ Conference (Fundraising Institute of new Zealand).
My first session is in the CEO’s forum. Here are the two questions that I was asked to cover:
I am just preparing to travel to New Zealand to present at the FINZ Conference (Fundraising Institute of New Zealand).
My first session will be for CEOs. Please may we ask for your thoughts, especially if you are CEO yourself, on the two questions that we will be discussing:
I’m looking forward to being back in New Zealand with FINZ (the Fundraising Institute of New Zealand) and am honoured that they have asked me back as a Key Note Speaker.
This is how the new Vice-Chancellor, Sir Anthony Seldon, introduced graduation day to 2,000 guests over the weekend.
He likened the Rite of passage to birth or marriage and invited the graduands to applaud their families and the sacrifice that they had made to show their appreciation for one another; to recognise the care and attention lavished on them by their tutors.
“If you can’t measure it, you can’t manage it.” This has been attributed to Peter Drucker and famously adopted by McKinseys.
Philanthropy thrives on vision; on bringing the defiantly impossible problem under control; or turning the most fanciful notion of perfection into a reality. But how can we measure our progress towards such ideals? What is the purpose of being able to report on the impact that you are having?
In our course the other day – The Foundations in Philanthropy – we talked about how to cope with rejection. There is enough of this when you are raising big gifts. I wanted to share a further thought about this: there is a process and it feels like the grief cycle.
Bath is a city founded on wealth and prosperity. The word ‘Philanthropy’ derives its meaning from the Greek meaning ‘for the love of humanity’. Bath and its gorgeous surrounds were created for the enjoyment of its people; founded on culture, learning, graceful architecture, and the world famous Spa.
29% of charitable giving comes from London and over 60% of the UK’s wealth. So what are the implications for philanthropy in a regional city like Bath?
Let the donor know that you have listened and absorbed their response, whilst keeping it conversational
Perhaps the hardest part comes with keeping silent. You’ve made the ask. Now it’s the donor’s turn to respond.
This is sometimes called ‘the invitation’. It’s useful to commit this part, once you gave settled on the appropriate words, to memory. The ask script is as important as your vision and mission statements.
When you are making the ask, expect to cover each part of a structured discussion in 20-25 minutes.
The ask should be made after a process of engagement. Significant gifts can take between 24-36 months of careful cultivation. On occasion, especially if there is an element of self solicitation, then you can ask more quickly. But as a general rule, there should be at least three opportunities to engage with the work, leadership and impact of the organisation.
It is important that the ask is made by someone who is a respected peer. For example, if the prospect is a CEO, then it would help if they were asked by another CEO or the Chairman. This is where it is particular important to cultivate a wide network of influential friends and to build a development board of people who can gain access to their peer group.
The fundraiser, Dr Henry Drucker, cited three reasons why people do not give:
They are never asked
They are not asked well
They are not thanked
Making the ask (also called making the offer or invitation) strikes fear into the hearts of many. But it can be one of the most fulfilling parts of the process. It is rewarding and pleasurable and can lead to a closer relationship with supporters.
Following the recent Etherington review, there are new legal and reporting requirements for all trustees.
The media has given great airtime to the recent scrutiny of charitable giving. Alongside negative headlines in the tabloid press, useful guidance has emerged around the responsibilities of trustees for fundraising.
There has been a phenomenal increase in levels of wealth of wealth over the last three decades.
Today there are 12 million people worldwide who are classified as ‘high net worth individuals’. Their collective wealth is estimated at $55.8 trillion.
During our Foundations in Philanthropy course, we will ask organisations to reimagine themselves to prepare for major new fundraising.
Where better to do this than on the Strand, at the glorious Somerset House?
It seems that people on all sides are agreed that there should be more regulation of fundraising. There may be a need to improves standards, but so many fundraisers already operate at a level that is sophisticated, respectful and subtle. They are successful because of the level of trust that is shown by them and that is invested in them. Fundraising is a persuasive act of courtship that is about engagement and understanding.