Working with your trustee board

Working effectively with your Trustee Board to

achieve fundraising success

Declaration

All information is given by the Institute of Fundraising as current best practice, or is existing research which is credited. However, this is not a substitute for professional legal or financial advice.

Trustee Development Cycle

Recruit / Review

Induct / Train

InspireInfiltrate

Acknowledge

Recruit / Review

Induct / Train

Legal Duties

Trustees have an overriding duty to act in the best interests of the charity. In doing so, they must act prudently, balancing issues of resourcing and potential risks to the charity. Trustees’ duty of care requires that they exercise reasonable care\and skill in carrying out their responsibilities.

8CC20 Charity Commission

DutiesIn general Trustees must: Ensure that the charity complies with charity

law Ensure that the charity complies with the

rules set out in its governing document Comply with the requirements of other

legislation and regulators Act with integrity and avois and conflicts of

interest

9CC20 Charity Commission

Trustees

Appoint, support and monitor the CEO

To be ‘guardians of the mission’

To take a long term view

Should govern not manage!

10CC20 Charity Commission

Sources

Grant-making Trusts and Foundations

Corporate Sector

Individuals

Groups

Earned Income

Public Sector

12

£4.43

£7.00

£25.50

£3.17

£1.73

£1.94

£1.67

£3.54

£1.75

£4.24

Corporate

Trusts

Legacies

Major Donor Programmes

Competitions/Lotteries

Special Events

Direct Marketing

Committed Giving/Membe…

Local fundraising

Total Voluntary income

Fundratios 2011Voluntary income per £1 invested

Code of Fundraising Practice

What does it do?

Provides a guide to the law and best practice in relation to fundraising activity throughout the United Kingdom

Covers a wide range of activities

Gives current guidance and thinking; the Code is reviewed and updated whenever a need is identified

Legal

Open

Honest

Respectful

The Spirit of the Code

Inspire

Vision Idealistic How the organisation can achieve its

ideals and the objects for which it was established

Example: “The NSPCC’s vision is of a society where all

children are loved, valued and able to fulfil their potential.”

Mission

All-embracing statement of what is to be achieved , in fulfilment of the mission

Example:

“The NSPCC’s mission is

to end cruelty to children.”

So ….

Be distinctive

Emphasise what is different

Be aspirational

Outline beneficiary group / nature of need

Outline how need will be met

Ansoff Matrix

Improve existing approachLeast risky

Try out new techniqueson existing supporters

Intermediate risk

Extend existing techniquesto new groupsIntermediate risk

New

Existing New

Exis

tin

g

Try out new techniqueswith new groups

Most risky

Fundraising, promotional and/or campaigning technique

Targ

et

gro

up

s o

r au

die

nces

Infiltrate

Maslow’s Hierarchy of Needs

SELF ACTUALISATION

EGO/ESTEEM

SOCIAL

SAFETY

PHYSIOLOGICAL

(Survival)

Morality, creativity, spontaneity, p

roblem solving, lack of

prejudice, acceptance of facts

Self-

esteem, confidence, achievemen

t, respect of others

Friendship, family, contact, love

, belonging

Security of

body, employment, resou

rces, morality, the

family, health, property

Breathing, air, foo

d, water, shelter, s

leep

Acknowledge

Contact DetailsInstitute of Fundraising Academy

Park Place, 12 Lawn lane, London, SW8 IUD

Tel: 020 7840 1020

Website: http://www.institute-of-fundraising.org.uk/events-and-training/help-for-small-charities/

E-mail:

smallcharities@institute-of-fundraising.org.uk

Registered Charity No: (1079573) in England & Wales, (SC038971) in Scotland

Vat Registration No: 547 8930 96

Afternoon Break