www.markbutcherassociates.co.uk

Good morning!

Essential Skills for Fundraisers

This session …

• Groundrules• Introductions • Your Aims

www.markbutcherassociates.co.uk

Your Aims …

Key challenges?

What do you want to take away from the next 3 days?

• You are experts

• You are experts• Whereas memory

is poor, imagination is great

• You are experts• Whereas memory

is poor, imagination is great

• Not all ideas are good ideas

Session 1:• Effective networking• Making the ask, pitching to any audienceSession 2:• Selling your cause• Using Social Media

Networking

“the proposal does not stand alone. It must be part of a process of planning and of research, of outreach to, and cultivation of potential foundation

and corporate donors.”

“The Foundation Center’s Guide to Proposal Writing, 3rd ed. (New York: The Foundation Center, 2001), by Jane C.Geever.

Maximum Effectiveness

Person to person by committed peers

Committed peer to group with follow up by staff

Peer to peer, specifically targeted letter

Personalised mailing

Targeted event of function

General mailing

Leaflet drop

Minimum Effectiveness

How many rich people

do you know?

How many people can you influence?

1 Person

6 People

31 People

156 People

300

X 300

90,000

X 300

27,000,000

How trusts in the North East are linked by shared trustees

Tyneside Trust

Joicey Trust

Carr-Ellison

Tyne and Wear Foundation

Hadrian Trust

Millfield House

Brough Charitable Trust

Willan Trust

How trusts in the North East are linked by shared trustees (2)

ManningTrust

St. Hilda’s Trust

William Leech Charity Rothley

Trust

John Bell’s Trust

ContinuationTrust

Appeal anatomy 1: Highland Hospice

• Target: £600,000 PA Revenue plus £1,000,000 capital appeal

• Staff: One appeal fundraiser and one revenue fundraiser. Acted as secretariat/administration.

• Strategy: Chair- Chartered Accountant with links to high net worth individuals. Supported by committee to bring in contacts, organise events and ask for money. Each committee member had a ‘sphere of influence’. Research showed 300 trusts- lists were circulated to committee members.

• Outcomes: Raised £243,000 from trusts and £46,000 from companies in 21 months. 52 personal introductions/letters of support from committee members produced 65% of positive responses and raised £157,450.

Champions

• Church

• Celebrity

• Local Politics

• Statutory authorities

• Customers/users

• Academe

• Business

• Media

• Expert NGO’s

• Prince Charles• Reception 80 guests• £75,000 to restore

Cotswold canals

Waterways Trust

How do you become friends with the rich and powerful?

Become friends with EVERYONE

The Great Persuaders

• George W Bush• Abe Lincoln• Archie Brown• Des Bustard

Not about asking for money

Building Rapport

How your subconscious is really in charge

What we’ll cover

• How people communicate

• How to make people feel good

Rapport is like money: it increases in importance when you do not have it, and when

you do have it, a lot of opportunities appear

Genie Z Laborde; ‘Influencing With Integrity’

“Rapport is POWER. With it you can get things done you can’t get done any

other way.”

Tony Robbins

Two Types of Communication

Verbal

Non-verbal

3 Ways to Connect

what you say

how you say it

what you look like when you say it

The Merhabian Circle

Words

Tone

Body Language

55%

38%

7%

‘All that matters is delivery, delivery, delivery’

Demosthenes 384-322 BC

Important researchers into communication

• Charles Darwin

• Albert Mehrabian

• R L Birdwhistell

Anthropologist Ray Birdwhistell

• We use almost 1,000,000 non verbal signals and cues

• The average person speaks for 10 minutes a day

• The average sentence lasts 2.5 seconds• We use and recognise 250,000 facial

expressions

Hysteria Idiocy Innocence

ShockObstinacy

Anger Love

InterestSadness

ReliefDisdain

Surprise Mischief Surprise

Happiness

Body Language

Is Overpowering

“No, honestly – I find your proposal fascinating”

Nixon v Kennedy 1960

UCLA, home of Professor

Mehrabian

How does this help you influence?

m b a

What’s going on …?

m b a

What’s going on …?

m b aHigh Performance Capacity Building

Using your palm to influence others

Using your palm to influence others

… The Newcastle Way

Submissive and Aggressive Palm Gestures

Taking Control

Giving Control

m b a

Time for a chat

N.L.P.

What is it?

• A model of how we communicate with ourselves and others

• A study of how the use of language directs thinking

• The study of the link between, mind, body, feeling, expression and behaviour

• The study of the structure of subjective experience

My model of the World is different from yours

Three Key Input Channels

• Visual• Auditory• Kinesthetic

Use their favoured channel

The person with the most variation, and flexibility of behaviour is the person who will most positively impact on the outcome of a

situation

Visual

• Lots of gestures• Talks quickly, sometimes hardly stopping• Varied inflection • Looks up to think• Can jump from subject to subject• Happy to be interrupted• Makes quick decisions

Auditory

• Hold themselves still• Talk with measured pace• Flat inflection pattern• Look sideways to think or check info• Need to finish what they say before stopping• Hate being interrupted• Need to think things through before making

decisions

Kinesthetic

• Laid back• Talks slowly, often with long silences• Low pitch• Looks down to think and check info• Gets annoyed when people finish their

sentences• Makes well considered decisions after much

contemplation

Visual AuditoryKinesthetic

Image Clear-cut Defined Perspective Scope Panorama See Observe Focus Outlook Inspect Glimpse Illustrate Demarcate Paint Cloud Graphic Show Reveal Expose Illuminate Picture

Tune Note Ring Tone Listen Mute Chime in Sound Hear Click Recite Static Chord Voice Alarm Say Muffle Tell Resonate Shout

Touch Handle Throw Shock Brush Blow Clash Strike Press Grope Pound Impact Stroke Sharpen Irritate Tickle Feel Move Shape Bounce Examine Toy with

Which is your preference?

Commonality

Milton Erickson

Mirroring:

The matching of certain behaviours of the other

person

Body Language = Visual

Movement

Posture

I rest my case!

Volume

Pitch

Tone

Tempo

Rhythm

High

Low

Fast

Slow

Voice = Auditory

A

B

C

Touch

Personal Space

Breathing

Process:Identify your preference

Train yourself to notice

Practice switching on word sets

The Values Spectrum

Towards Away from

•Drive•Goals•Positive energy•Gung Ho•Poor finisher

•Risk assessor•Safety first•Overly cautious•Negative thinker•Choices are based on avoidance rather than desire

Options/Freedom Procedures

•You like a wide choice•Explores options•Happy to test and break rules•May procrastinate

•Efficient•Methodical•Job’s worth•Inflexible

In time Through time

•Fully in the moment•Concentrates on tasks•Emotionally and mentally ‘there’ for people•Often late•Too involved in too much

•Good planner•Good time keeper•Making lists more important than the tasks!•Not ‘in the moment’

Internal frame of reference External frame of reference

•Self motivating•Will disregard good advice from others

•Will respond to praise and/or criticism•Can appear needy•Indecisive if no external feedback

Self focus Others focus

•Self sufficient•Doesn’t get entangled in others’ problems•May be perceived as arrogant or uncaring

•Good team player•Stressed•Unpredictable (bases decisions on what others think or how they react)•Welfare of team more important than the job

Detail Global

•Spots mistakes•Likes big documents•Can get bogged down in detail•May be seen as pedantic•Loses sight of overall purpose

•Good strategist•Can generate big ideas•Misses things•Tunes out details•Too many ideas, not enough execution

Feeling Thinking

•Takes people’s feelings in account•Can get emotional

•Sound decisions based on facts and logic•Can appear cold and unfeeling•May not consider the feelings of others before speaking or acting

Sameness Difference

•Likes repetition•Can be seen as unadventurous

•Happy to try new things•Gets bored easily•Fixes things that aren’t broken

“Mismatching of intrinsic values is a common cause of misunderstanding, stress and conflict in life”

Molden and Hutchinson (Brilliant NLP)

Selling your Cause

• The Pitch• Social Media

The Structure of the Pitch

Logic Model or Theory of Change

Logic Model or Theory of Change

Input Output Outcome Impact

Lawnmowers Independent Theatre Company

Logic Model for Lawnmowers

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Theatre for Change, Schools for Fools, Beat This

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Confidence, Skills, Joy, Purpose

Theatre for Change, Schools for Fools, Beat This

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Connection, Engagement, Visibility, Acceptance

Confidence, Skills, Joy, Purpose

Theatre for Change, Schools for Fools, Beat This

But the way to talk about it is …

Social Media Fundraising

+

+ =

The key issues

1. Setting clear objectives2. Avoiding common errors3. Creating engaging content4. Tracking, measuring and

controlling5. Building your skill base

Establish measurable goals

Targets

• Mentions• Posts• Clicks• Donations received• People and groups

thanked

ENGAGING CONTENT“One of the best ways for a non profit to stand out from the crowd is to stop acting like a monolithic organisation and start acting like a group of passionate people with a shared vision and set of goals”

KIVI LEROUX MILLER – U.S. MARKETING CONSULTANT

It must be integrated

Degree of Integration

Not at all Not very Integrated Very Integrated

Oops!

Better Practice – Engage Your Community

• Tell Stories• Get quotes from friends and family• Report on corporate partnerships• Interview fundraisers and get them to explain

their motivation• Let new team members express how excited they

are• Your volunteer becomes a Great Grand Parent –

tell the World!

• A local busker raises money for you• Pets as Therapy Dogs are booked in for the

afternoon• Gladys retires after 30 years with you

For its annual ‘Midnight Walk’, St Oswald’s Hospice created themed conversations …

• Favourite midnight snack?• Favourite song about Midnight and (crucially)

why?

Don’t announce a trek – ask people where’s the best place to go?

• How engaging the post is (i.e. attracts a lot of comment or likes)

• How engaged you are with the particular person

• How old the post is

• So you must post interesting stuff• And do this regularly• And respond directly to any one who likes or

comments

Immediate and Live

• People love to be included in the action – even if they can’t be there

Be Disciplined

• Have a fixed schedule• Post 2 or 3 times per week• Use a 3 to 1 ratio• Regularly monitor for comments• Get into a routine

Equivalent to …

That’s ‘how many put the flyer in their pocket’

Equivalent to ….

If your post doesn’t perform …

Ask … ‘right time’?

Ask ‘have we got the 3/1 balance right’?

Ask ‘Is our copy sufficiently engaging’?

Ask ‘do we need better images’?

Best Time to Post

Best day to post

Most effective frequency

Length of Posts

Ask questions

Our lottery Jackpot is …

OR

How would YOU spend a grand?

The data will tell you how people tend to communicate with your page

If they are on the move …

Facebook adverts

Case study – force for good?

Case Study 2

Case Study – Not so good!

Dangers

Stay Ahead of the Curve!

Twitter

The danger

posed by a ‘loose tweet’

Loose Lips!

You Tube and Flickr

Volunteers

Reasons Volunteers Quit

• 1. A sense that their service is not valuable.• 2. A sense that they are not viewed as a person, only as a

"worker."• 3. A sense that their contribution is not as valid as others.• 4. A lack of community.• 5. A lack of connection with a bigger purpose.• 6. Poor leadership and management.• 7. Poor communication/direction.• 8. Lack of appreciation.• 9. Failure to recognize them as a donor.• 10. Lack of development of them as a person.

• Training.“If it is important enough to do, it’s important enough to train volunteers in how to do it!”

• Affirmation.“We often forget that people need to know that they matter more than what they do.”

• Feedback.“Authentic, love-based feedback does much to develop servants into strong leaders.”

• Evaluation. ‘The outcome remains just as important”• Recognition.“Recognition acknowledges people for what they

do.”• Reflection.“What did you learn about yourself? People decide in

the reflection whether they will do this again and if they will let it change their lives.”

The Volunteer Functions Inventory

• 6 Motivations• Each with 5 Reasons• Volunteers are asked to rank the reasons in

order of preference

Social

1. My friends volunteer2. People I'm close to volunteer3. People I know share an interest in

community service4. Others with whom I am close place a high

value on community5. Volunteering is an important activity to the

people I know best.

Values

1. I am concerned about those less fortunate than myself

2. I am genuinely concerned about the particular group I am serving

3. I feel compassion toward people in need4. I feel it is important to help others5. I can do something for a cause that is

important to me.

Career

1. Volunteering can help me get my foot in the door at a place where I would like to work

2. I can make new contacts that might help my business or career

3. Volunteering allows me to explore different career options

4. Volunteering will help me succeed in my chosen profession

5. Volunteering will look good on my CV.

Understanding

1. I can learn more about the cause for which I am working.

2. Volunteering allows me to gain a new perspective on things.

3. Volunteering lets me learn through direct hands-on experience.

4. I can learn how to deal with a variety of people.

5. I can explore my own strengths

Protective

1. Doing volunteer work relieves me of some of the guilt over being more fortunate than others

2. Volunteering helps me work through my own personal problems.

3. Volunteering is a good escape from my own troubles.

4. No matter how bad I've been feeling, volunteering helps me to forget

5. By volunteering I feel less lonely

Esteem

1. Volunteering makes me feel important.2. Volunteering increases my self-esteem.3. Volunteering makes me feel better about

myself.4. Volunteering is a way to make new friends.5. Volunteering makes me feel needed

Recruitment

• Consider the values, aspirations, beliefs and circumstances of your target audience

• Extrapolate their most likely motivations. Administer the VFI.

• Tailor Persuasive messages.

Tailor a pitch

• Older, retired people• Students• Church goers• Professional people