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Excellent fundraising for a better world
About the IoF
• The professional membership body for UK fundraising
• 5,500 Individual members
• 420 Organisational members
• Training, events, professional development, conferences, networking, policy, research, standards
Excellent fundraising for a better world
Voluntary groups
• National, Regional and Special Interest Groups
• Range of support and servicesacross the UK
• 350 regular volunteersover 200 events across the UK
Excellent fundraising for a better world
High standards and effective self-regulation
Code of Fundraising Practice
• Legal, Open, Honest, Respectful
• Guidance
MUST = a legal requirement
OUGHT = a standard set by IoF
http://www.institute-of-fundraising.org.uk/guidance/code-of-fundraising-practice/
Excellent fundraising for a better world
Donors in vulnerable circumstances
Guidance for fundraisers:
Responding to the needs
of people in vulnerable
circumstances and helping
donors make informed
decisions
www.institute-of-fundraising.org.uk/treatingdonorsfairly
Excellent fundraising for a better world
The big funding challenge
• Demand on charity services continues to rise
• Charities want to do more
• All political parties want charities to do more
• Public funding cuts will continue
• More volunteers; redesign of services; better commissioning; social investment can’t deliver everything
Excellent fundraising for a better world
Managing in the new normal 2014 (IoF with PWC and CFG)
• 70% of fundraisers were optimistic about the next 12 months
• 68% believed that fundraising had got tougher
• 38% plan to increase training for fundraisers
• 55% plan to diversify their income in the next 12 months
Excellent fundraising for a better world
Fundraised income on the rise
• Charity Commission data shows fundraised income rising
• Civil Society :fundraised income of the top 100 fundraising charities grew by £348m in the last two years
• Fundraised income brings in over £20 billion pounds each year (ncvoalmanac £12.5bn comes from individuals
• £12.5bn comes from individuals
• Income from individuals is the main source of income for all bands of organisations (micro – major), but is a greater proportion for smaller organisations
Excellent fundraising for a better world
2014 had some fantastic successes
• No make-up selfie – over £4 million
• Stephen Sutton’s JustGiving page - £4.5 million
Excellent fundraising for a better world
Trends...
• Major Donors
• Digital Giving
• Reform of Payroll Giving
• Improvements to Gift Aid
• Expansion of Legacy Giving
• Corporate partnerships
Excellent fundraising for a better world
Are you nudging effectively?
• 74% population give to charity• 7% leave a gift in their will – £2 billion pa
(13% of all donations). • If could raise by 4% to 11% would be an
extra £1 billion for charities
So:
Partnership study between IoF’s projectRemember a Charity, Co-op Legal Servicesand the Behavioural Insights Team
• No ask – 5% left a gift• You could leave a gift – 10% left a gift• Social norm ask - 15% left a gift!• Just through the trial an additional £1 million
was left to charity • If fully implemented – potential extra £4 billion!
http://www.institute-of-fundraising.org.uk/library/applying-behavioural-insights-to-charitable-giving
Excellent fundraising for a better world
Data driving success
Macmillan Coffee Mornings:• The worlds biggest coffee morning -
this event has raised over £95m sincethe first coffee morning in 1991
• 2011 – 50,000 hosts, £10m; 2012 –115,00 hosts, £15m; 2013 154k
hosts, £20 m
Dryathlon:• CRUK launched first Dryathlon in
January this year, raising £4.2m• 35,000 people signed up online• Specifically and successfully targeted
young men• Link between activity and fundraising
Excellent fundraising for a better world
Great fundraising is happening!
#nomakeupselfie:• Organic social media campaign• Raised over £8 million for CRUK in
just six days
Stephen Sutton:• Stephen's Story went viral and
captured the public's imagination in an overwhelming way
• Raised £4.2 million for Teenage Cancer Trust
#Ice Bucket Challenge:
Excellent fundraising for a better world
Our manifesto for fundraising
1) Creating the best environment for
fundraising
2) Building the capacity of charities to
fundraise
3) Develop the tax system to best
encourage giving and support
fundraising
Excellent fundraising for a better world
More information
• Introductory videos http://www.institute-of-fundraising.org.uk/guidance/five-minute-fundraiser/
• Code of Practice http://www.institute-of-fundraising.org.uk/guidance/code-of-fundraising-practice/
• Frequently asked questions http://www.institute-of-fundraising.org.uk/guidance/frequently-asked-fundraising-questions/
“Promoting social inclusion and
combating poverty” (TO 9)
“Bring real improvements to
communities and lives of people
most in need”
Big Lottery and ESIF have similar aims
Aims of Building Better Opportunities
Make more of an impact than
either funder can alone
Increase opportunities for the
VCSE sector to access
European funding
Working locally with local enterprise
partnerships (LEPs)
36 out of 39 LEPs
considering working with
the Big Lottery Fund
Total investment about
£550 million
36 grants worth £915,000
Announced 23 October
Projects underway now
Purpose is to raise
awareness in your area
about opportunities
Programme Development Funding
Emerging themes
• Employment1
• Support for social enterprise2
• Financial inclusion3
• Digital inclusion4
• Skill and volunteering5
Key components of our offer
• Cash match £250M Lottery money1
• Run a two-stage competitive grants process2
• Offer Lottery development grants3
• Provide support to applicants throughout4
• Offer different application windows5
• Simplify reporting and monitoring requirements6
Craig Dearden-Phillips MBE
Monday 23rd February 2015
NCVO Fundraising Conference
From Asking
To Earning
Who Am I and Why am I Here?
• I have set up both charities and businesses
• I am also a social investor
• I have some strong views about the sector’s performance and potential
• I think I have made some interesting mistakes
36
My first and biggest enterprise
• Started in a community centre in Cambridge in 1994.
• Now gives people a Voice
• Helps 5000 people each year
• Works across the UK
• Winner of many awards
• 250 staff, £10m turnover
Why I gave up with project grants
• Grants leave you with unsustainable projects that have to end within 3-5 years
• The only grants I think are worth having are ones that serve as start-up capital or support a decent income model.
41
2. My Social Enterprise Story
• We replicated
SU in five major
UK locations
• We attracted a
social investor
over five years
• We grew from
500 clients to
5000 and £500k
to £5m
Grew VoiceAbility with Impetus Funds
• Investment was in organisationalcapability not in programme
• Professionalisation of business
• Sorting me as a CEO
43
Stepping Out: Using Enterprise to Transform Public Services
• High-level feasibility
• SE Readiness Assessment
• ‘Socialising’ the SE idea with staff and other stakeholders
• Strengthening management’s confidence
› Business Planning & financial modelling
› Project management
› Support during contract negotiations
› Powerful networks
› Partner selection
› Finding social investments
› Executive mentoring
› Planning for growth
› Investment readiness
› Leadership development
› Social Value analysis
› Interim management
Setting Out Stepping Out Staying Out
From Paternalism to Empowerment
• From the NHS to the welfare state, paternalism is expensive inefficient and unaffordable
• Sustainable social policy will be about giving people the means to improve their own lives
• This is where charities have a natural advantage over other sectors
48
The Blurring of Boundaries Between Sectors
• That the three traditional sectors – private, public and voluntary are less distinct and that there are now more ‘hybrid’ organisations
49
Empowerment has been the theme of all my business ventures
• Good things can only happen when power and control and responsibility is handed back to people
• This has a big effect on personal & social well-being
50
What is the potential for your organisation as a business?
• Could you do more of what you took a more commercial approach?
• Why are you not seeking rapid growth?
• Are your resources being wasted on low-return activity (most fundraising)?
52
Focused social investment
• We look for best models, best teams, biggest impact
• Grants are NOT for programme but for capacity
• We look for disruptive business models with new takes on problems
59
Stepping Out Foundation
• Tiny start-up investments in individuals
• Pre-start-up often• For credibility• To develop an idea• To pilot something• To encourage
exploration• Evergreen
60
Esmee
Fairbairn,
Tudor
IMPACT-FIRST FINANCE-FIRST
LOW INVOLVEMENT
HIGH INVOLVEMENT
Impetus -
PEF
Bridges
Ventures
VENTURE
PHILANTHROPY
VENTURE
CAPITAL
CAF
Venturesome
CDFIs, local
investment
funds
Angel
investors
Big Society
Capital
BANKS
GRANT
MAKERS
Big Issue
Invest
NESTA
SIB
Triodos
Bank
CAF Bank High street
banks
LGT
S&SC
FSE
Charity
Bank
Differing types of social investment
The Leadership – it’s about YOU
• Are you sticking around?
• Are you resilient?
• Are you open to change?
• Can you work with others?
63
The Proposition
• Do we understand it?
• Is there a proven income model?
• How will we get our money back?
64
I would never start another charity based on donated income
• I started lots of schemes that died after 3 years
• I think we do harm by creating non-sustainable projects
• It is also inefficient use of the social pound.
• Donated income should be invested projects with highest potential for long-term good.
65
The limits of philanthropy
• Philanthropy has natural limits and we may be approaching them
• This doesn’t address the fundamental problems in a sustainable way
67
Social sector growth will not come from more fundraising!
• It will come through the movement of government activity into more dynamic business models run from outside the state
• It will come the more progressive elements in the private sector (e.g. new CICs and ‘B’ corps)
• It will also come from charities with good ideas working with partners and investors to mainstream these to a bigger scale
68
You increase the good you can do in the world by focus and scale
• Great businesses develop world class skills in a very small number of areas
• They then use that strength to dominate a market and grow
• Charities tend not to understand their unique strengths or build on them properly
69
The VCS is a stale oligopoly and in need of disruptive new players
• The top ten charities barely change over the decades
• Compare this to the private sector
• New models are not being backed to replace older ones
• The result is a very comfortable, unchallenging sector which isn’t fit for purpose in 21st century
70
Let there be Light
• Companies and the public sector now far more accountable than 20 years ago
• Not so charities• I think we need an OFSTED
for charities, league tables and powers to put charities into special measures.
• Tax breaks for all charities need to be earned by regular impact reporting
71
I am grateful for your time
You for listening
Contact me anytime
0845 474 6005
0776 420 3969
http://stepping-out.biz
Twitter @DeardenPhillips
ENJOY MY REASONABLE-SELLING BOOKS:
‘Your Chance to Change the World – The No Fibbing Guide to Social
Entrepreneurship’
‘How to Step Out – Your Guide to Setting Up a Public Service Mutual’