Managing one culture is tricky enough but what about when two or more organisations want to work together to achieve a shared outcome? How can they ensure their cultures work together for the benefit of Read more…
OK, so you’ve done your strategic speed-dating (also known as ‘a pitch’), and it’s time to get on with some proper work.
All being well, you’ve genuinely will fallen in love with an agency. Your agency. All being well they will be making you feel that they only have eyes for you. Even so, before getting into bed you may want some form of pre-nuptial agreement. It’s not vital. It’s not always necessary. But it’s generally a good thing to know what you both expect from the relationship. So whether it is a formal contract or a simple exchange of do’s and don’ts, you may want to specify:
- The team: who exactly will do the work, pick up the phone to you, come to meetings etc.
- What will it cost? Precisely.
- Any specific Service Level Agreements.
- Financial constraints and targets
- Review periods.
They may sound like passion-killers, but, hell, let’s hope this isn’t a one-night stand.
Relationships, eh, who’d have ‘em!? We talk about them a lot in fundraising don’t we?
So today I want to give a tender caress to those relationships we probably don’t focus on enough, namely those between clients and their agencies (and vice versa).
In doing so I’d like to tip my hat to the tweets and blogs of Gill McLellan (@gillmcl) and Alison McCants (@alisonmccants). Apart from giving wise words, they prompted me to dust down a training course I used to run on this topic. Apart from some embarrassing clipart, I found some advice that I think still holds true today despite a much-changed agency world from when I devised the training more than 15 years ago.
By changed agency world, I mean massively fragmented. It used to be that fundraising clients made do with one agency. This tended to be a direct marketing agency, most of which eventually described themselves as ‘integrated’ (meaning: ‘Please let us do everything for you! We don’t know how to do everything but I’m sure we can rope in someone who does!’).
101fundraising…OK, so back to the basics of fundraising, hey?! Let me think, should I speak about ROI, LTV, DRTV, hum… yeah, why not! But something more “CORE”?
Found it! Let’s talk about PEOPLE.
I can see your face, but don’t worry, I won’t tell you for the 102nd time that “People give to people”. You know all about it yet. So, let’s have a look at us fundraisers, after all, we are people … and perhaps the best assets of a fundraising program (OK … just after donors).
So, my first post is dealing with what I spent more time on since I became a Fundraising Director some years ago: human resources! How to recruit, retain and develop the good fundraisers for your program. Because, let’s face it, you can be a real genius, but you need people for implementing the strategy you’ve designed for your organization. The good news is that dealing with human resources can be compared with dealing with a direct marketing program: you need to recruit staff, engage them, develop their contribution, and get the best of them as long as you can retain them.
Everyone just started fresh with a new annual plan… hopefully! Annual plans are great. As a fundraiser you can’t live without them, because it’s your blueprint for fundraising success. Below a few reasons why I think you have to spend at least 10% of your whole year working on next year’s plans.
What do I mean with an annual plan in fundraising? In short, I would say a narrative document which explains all of your fundraising activities, and answers all why, when, how, who and how much questions. Obviously the annual plan should be linked to the overall organizational strategy. And attached to the narrative there should be a kind of Excel document explaining the numbers in detail per activity per month…
That sounds like an awful lot of work and, to be honest, it is! But it’s only the most important document in your fundraising department, so let’s do it anyway…