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Optimisation - Visibility
🟢 Highly developed internal fundraising skills and capacity exist in multiple funding source types to cover all regular needs
Highly developed: A combination of skills and capacity exist for various types of fundraising. Reflection: No response required as we have high level skills and expertise both. Cannot map skills as fundraising function operates via a voluntary system ...
Optimisation - Market Intelligence
Scoping
🟡 Fundraisers are mostly from other fields of work and dedicate some time to fundraising work
Developing: Refining the team structure around specific fundraising tasks and related skills will bring more precision and effectiveness. Reflection: Work on an exposure plan for existing fundraisers. We need a proper FR plan first to create team stru...
Policies and Guidelines
🔴 Fundraisers are mostly freshers with no strong similar experience
Poorly developed: Require leadership - attention to instil greater capacity in the team. Reflection: Can we hire senior level staffs around certain flexible or other inventive working arrangements. We need a proper FR plan first to create team structu...
Optimisation - Tech
🟠Fundraisers have some prior similar experience
Under developed: Demands attention on development of the team. Reflection: Can we hire senior level staffs around certain flexible or other inventive working arrangements? We need a proper FR plan first to create team structure and hire new talents....
Culture and Values
🟢 Highly diverse and experienced fundraising team with average 5 years or more working experience
Highly developed: A team of diverse strength and capacity exists. Reflection: No response required as we have high level expertise in the team. Others - Action: No action necessary as we have highly developed FR team. Others - Notes for Deve...
Fund Development Strategy
Fundraising Channel/Method Choice
🔴 The Board is hardly involved in improving fundraising work; does not consider fundraising tasks as important and do not talk about it
High risk: Address the issue ASAP with the Board. Reflection: Reach out to Board more effectively and find better ways of engaging them in FR work- for opening doors, driving strategy, network etc. Scope of Board engagement for fundraising- define bet...
🟡 The Board generally demonstrates passive coordination of fundraising work
Developing: The Board may be under utilised and the issue demands attention. Reflection: Review Board composition and make it more contemporary with changing development landscape. Creating structures within the Board specifically to drive FR ambition...
🟠The Board demonstrates a no-nonsense, aggressive, results-oriented focus on fundraising
Under developed: The Board may become more effective if it can find a more creative and constructive way of engagement with the leadership. Reflection: Review Board composition and make it more contemporary with changing development landscape. Scope o...
🟢 The Board raises funds and is generally considered to demonstrate mentoring, facilitating, or nurturing fundraising work
Highly developed: Board involvement and its optimal use for fundraising is evident. Reflection: No response required as board is not supposed to be involved in any fundraising work, and it is managed by professionals/practitioners. Others - Actio...
🟡 Over the last 3-years, our fundraising income has grown consistently but moderately
Fairly developed: Revenue has been growing consistently, but rate of growth is not satisfactory. It might mean a lack of annual growth in active donor base, or stagnated gifts from existing donors. Reflection: Identify triggers for faster growth. Wi...