When the Journey is The Destination – Abhra Bhattacharjee, Chapter President

Advancement, by its very definition, means moving forward. Those of us that work in educational institutions marvel when we think of moving forward in an educational context – rarely is progress linear, easily measurable or enjoyable…especially at the end of the financial year. Moving forward could mean helping your institution build enrollments, or establishing an alumni network or creating a campaign that is memorable and relevant. For those involved in philanthropy, progress is often measured in donors and dollars. Suffice to say that in our efforts to move forward, all of us have more to do than hours to do it in.

How many of us have the luxury of considering how far we have come and what did we do to get there? Are we ever so focused on our goals and targets, that we are missing the journey?

Let me explain. At our school this year we set an incredibly high advancement goal that was well beyond anything we had ever attempted before. It was Big, Hairy and Audacious, and last week, with just 6 working days left in the term, we were only halfway to where we needed to be. We had brainstormed a number of strategies and tactics, we had built a team that we had confidence in and we had a lot of leadership support. It was also stressful because we were deeply committed to the goal and there would be real consequences for the institution if we did not get there. We were doing everything we could, but it was not having the impact we wanted.

Today it is six days later, and we have just blown past that goal that seemed insurmountable a week ago. Having achieved our Big, Hairy, Audacious Goal, and after a much missed night of restful sleep, I realised that there was a lot in the journey that was important. I thought I would share four big lessons I learnt or was reminded of, in the hope that it will spark a thought or reassure you when the palms are sweating and the mouth is dry.

Each lesson is based on a quote by renowned American author and anthropologist Margaret Mead, who is said to have profoundly influenced the sexual revolution of the 1960s (there – that got your attention)

1. “Always remember that you are absolutely unique. Just like everyone else”. It was so easy for us to pull our hair out but the scenario I outlined is not a new plot line for anyone who has spent any time in advancement. Sometime we have happy endings, but we always have insurmountable challenges. So when this happens the next time, I want to take a deep breath and draw on the reservoir of experience instead of falling apart and panicking. Trust me, your co-workers will much prefer the former approach.
2. “You learn the value of hard work by working hard” – There are no real shortcuts in our line of work, and always be very suspicious of magic bullets. We did not get to our goal just because we were lucky. We got there because we worked bloody hard…and were a bit lucky. When you do the debrief, remember the harder you work, the luckier you get.
3. “What people say, what people do and what they say they do are entirely different things.” People often surprise you and sometimes they disappoint you. Don’t depend on it, and sometimes you need to get over it. But for goodness sake, stop being surprised.
4. “Never doubt that a small group of thoughtful committed people can change the world; indeed, it is the only thing that ever has”. The popular management saying is that culture eats strategy for breakfast. They are right, but it always comes down to people. The right people. The people who work hard and stack the chairs with you. The people that laugh with you and hold you when you feel like crying. The people that help you change the world.

Our fundamental challenges are universal. The shift away from taxpayer funding of higher education-by design or by default-is placing enormous pressure on advancement offices to strengthen other revenue streams, including tuition and philanthropic support. New communications technologies have radically changed the relationship between the institution and its key constituencies. And the growing demand for experienced advancement professionals has made staff recruitment and retention strategies a global concern.

Challenges notwithstanding, this is an extraordinarily exciting time for our field. The demand for our work has never been greater, the respect for our profession never higher, and the role we play at our institutions never more strategic. So remember the journey and don’t forget to look out of the window.

Abhra Bhattacharjee
President SA/NT
Director of Philanthropy and External Relations
Scotch College, Adelaide
abhra@scotch.sa.edu.au

2018 International Conference Update

Awards

Time to nominate your team, your boss, your colleague or yourself  for the Educate Plus 2018 Excellence Awards. Winners are announced and celebrated at the International Conference on 4-7 September, 2018. Click here to FIND OUT MORE. Nominations close 15 July.

Flights and accomodation

We have partnered with Conference National and have negotiated discounted accommodation rates and best fare of the day flights exclusive to conference attendees. But hurry, as these rates are available for a limited time only. To take advantage of the dedicated Educate Plus Accommodation and Flight Booking Tools, please click here  to book.

BOOK NOW: Discounted Accommodation and Best Fare of the Day Flights to attend the Educate Plus International Conference.

TEDx

A big highlight from our 2016 International Conference was the TEDx style presentations on the final day, so we are offering this again.

This is a unique opportunity for members to develop their presentations skills whilst inspiring other conference attendees.

If you would like to be considered for this program, simply email Neil McWhannell your details and a short synopsis of what you would like to speak about by Friday 13 July. LEARN MORE

Chapter dinner at International Conference

• When: 5 September, 7pm
• Venue: The trendy  Harbourside Grill (The Harbour Room). 18 Fryatt St, Dunedin, 9012, New Zealand
• Cost: $50 for canapes and welcome drink. Cash bar available.

REGISTER HERE

Demystifying Engagement and Philanthropy Questions, Answers and Lessons to Learn – Suzanne Moorhead 

Nick Jaffer from Global Philanthropic, award-winning authority and adviser on fundraising and capital campaigns, recently completed a national professional development tour to Educate Plus Chapters around Australia. His practical advice and valuable insights struck a chord with both experienced and new practitioners from the tertiary and independent schools sector. Nick’s masterclasses were warmly received and we will take his experience and expertise back to our own Advancement communities. We also thank the associate speaker from each state for their input and ideas.

Questions to ponder

1. How can your institution maximise its fundraising potential in order to achieve its vision and mission?
2. Think strategically about what you want and how you are going to achieve it.
3. Think about where you are now and where you want to be in the future.

Consider your goals for the next year or two.

1. Is your primary focus to increase your donor base?
2. If this is the case, your focus will be on engagement which will support your Giving Program and in turn lead to long term fundraising.
3. Is your primary focus to raise more money?
4. The answer to this scenario is to focus on seeking major gifts.
5. How can we acquire innovative and creative strategies from the private and not for profit sector
6. Learn from your colleagues and mentors within the Advancement community. Find those lessons from each that you can apply to your own institution. Use the Educate Plus network.

The lessons we learned

Technology, Social Media and Engagement

LESSON 1: Know your constituency and your audience. Know your data base and your demographic. Where do your clients fit age-wise? We need to be tuned in to who our audience is, how they communicate and how they engage.

For those of us who work in schools whose audience is under thirty or forty years of age, know that they will be tech savvy. For those who work with an older demographic, perhaps older alumni, they may be less tech savvy.

If your school or university is on social media, a strategic and well-resourced approach is essential.  Without this, the likelihood of it being seen is small. Institutions are now spending a lot more time and money to get their story out. It’s not just about the number of ‘likes’ but about how your story is shared and how people become engaged with it. Level of engagement is a better indicator of success than number of followers. A planned approach is essential to get your alumni to engage with not only with your site but with each other.

Remember…

LESSON 2: Content is king – quality matters more than quantity. Ask what stories your audience wants to see, not what stories you want them to see. Your social media posts (and magazine content) are far more engaging and effective when the material reflects what is happening in the community. A broader engagement will be achieved when you connect with the wider world.

Use social media to tell and share your constituents’ recollections. Tell their intergenerational stories, their memories of school or university, their teachers, their favourite places.…remember it’s about their stories, not your stories. Engage in a way that is meaningful to them. This is a powerful way of not only engaging alumni, but using social media to increase fundraising

LESSON 3: Use a multi channel approach to enhance your fundraising.

SMS can take you to the next level as part of your engagement and fundraising program. Send a reminder to make a tax-deductible donation, or that Giving Day is just around the corner. Parents read SMS.

• Email has a low response rate; use email to save money.
• Use SMS If you want to engage people and make money.

Video is an incredibly powerful means of connecting with alumni and presents a great opportunity to get people meaningfully engaged. Haileybury has demonstrated success in creating an alumni culture through engagement, using a 10-part series of personal video stories (OHA Stay Connected). This conversation has become a powerful tool across the school community, connecting alumni with staff and students, as well as being used as a teaching tool at home and in their China campus.

Adopt a multi channel approach. Do a direct mail out, but add social media. If one approach doesn’t work try something else. Again, be tuned in to your community and know how the groups like to communicate and engage. Be aware of the differences.

Giving Days                    

LESSON 4: Online Giving Days are hard work – they require time, money and personnel. It is a very segmented process and needs a good data base. Giving Days can be an alternative to your Annual Giving Appeal and can pave the way for future Capital Campaigns.

Giving Days gained prominence during the Obama campaign and provided immediacy, feedback and success. The University of Sydney has used this strategy with great success in their 24 hour Pave the Way campaign involving staff, students, alumni and friends. The campaign engages supporters by offering them opportunities to support issues of personal relevance. Newsworthy issues such as disease, refugees, wildlife, Great Barrier Reef and Youth Mental Health research are examples.

 Brighton Grammar School held a very successful 24 hour Giving Day campaign using Charidy, a fundraising service provider for not-for-profit organisations (mycause is another provider). They more than doubled their target of $200,000 raising $425,000 in 24 hours, but also doubled their donors. In 2018, with a target of $400,000 they will raise funds for their first Indigenous scholarship. 

So how will your institution choose its theme or project? Look to what other stories are already out there in the media that might relate to your donors – and, of course, to your mission and vision. If your community is already aware of these issues they are more likely to become engaged with you.

Engage with neighbours and businesses around your institution. Remember to say ‘thank you’. Donors who receive thanks are much more likely to stay engaged.

Asia and International Fundraising

LESSON 5: Fundraise in Asia only if you have the time and resources. Look at where your resources are, don’t waste your money. Put your resources to best use…maybe that is at home.

Fundraising in Asia is all about building relationships and being trusted in those relationships. People need to be meaningfully engaged to give money so you need to spend time in Asia to build these relationships…at least 4 weeks a year. A trip to Hong Kong or China once a year is not enough!

There is certainly an opportunity for significant fundraising in Asia and China, more specifically. The number of high net worth individuals has surpassed the USA for the first time and the rate of growth in philanthropy is increasing, with a clear preference for giving to education. Australian and international institutions are viewed favourably due to the surety of how the money will be spent and how it will be managed. Whilst we may spend a lot of time and effort engaging with our local donors, how much time do we spend building similar relationships in Asia?

Consider who your institution may have in Asia to act as your trusted adviser and work with you in building those quality relationships long term? Perhaps an alumni or permanent staff member. If so, remember to bring them back to your institution often to keep them up to date, knowledgeable and supported. Whether you choose to engage with fundraising in Asia will depends on the quality of this person who will be the face of your institution. If you don’t have someone on the ground, consider outsourcing the role. For instance, Global Philanthropic currently supports a number of institutions in this way.

If you’re going to fundraise in Asia, consider establishing a Hong Kong Charitable Foundation to offer your donors tax-deductibility. Chapel & York’s HK Foundation for Charities facilities this through a pooled foundation, for a fee plus commission, whilst Global Philanthropic’s HK Foundation Service gives you your own foundation for a flat fee.

Adoption Programs

LESSON 6: Offer an adoption program – think outside the square and look for ways to give donor options which have a direct impact. Adopt an athlete or rower, an Indigenous student, an artist or performer or a country boarder. Adopta Student links the donor directly with their student in an ongoing journey. Remember, donors don’t give to your institution, they give through it.

Adoption programs provide a new and different way of raising money for scholarships which are otherwise often undifferentiated, whether at school or university level. Adopta Student allows your institution to link the donor directly with the adoptee in a way that allows for further engagement.

It also allows the donor flexibility to support their own passion and interests through the type of scholarship or part scholarship they elect to provide. The Adoption Program can be taken to another level with corporate bodies adopting a school, a classroom or a special research project.

Again, this is a story about relationships and fundraising and is another great story telling option for your social media and communications network.

LESSON 7: Philanthropic support is the end product of engagement

Building a successful fundraising program is never easy and there are no short cuts. However, Nick encouraged us all to think strategically about what we want and how to achieve it, but with realistic expectations. Fundraising takes concerted time, effort and resources – but the returns make it worthwhile.

Most importantly, fundraising is all about relationships and stewardship of these relationships is essential to maintaining engagement and growing your support.

Suzanne Moorhead 

Writer: Education and Advancement

e: suzanne.moorhead1@gmail.com

This article can be shared on the following social media channels.

@Educate_Plus 
   

Free Fundraising Health Check

A successful fundraising program is like a Superfood Smoothie, full of all the right ingredients to build strength and resilience, support daily function, create clarity and promote longevity.

Those who achieve optimal fundraising health are able to work smarter and harder to achieve their goals, they have the stamina to play a long game and often stand out from the competition.

Agency, OKP Philanthropy & Marketing have created this Free Fundraising Health Check to help professional in the field gain a better understanding of their fundraising health.  Those who take the 2-minute test will be emailed a personalised overview of their organisation’s fundraising health and some suggestions about how they can improve it. The start of a new financial year is upon us – there is no better time to take a quick test to gain an insight into your fundraising.

Take the 2-minute test to receive a personalised overview of your organisation’s fundraising health.  Start your health check HERE.

Ten Top Strategies for Successful Engagement with Leadership – Suzanne Moorhead 

Recognised award-winning authority and adviser on fundraising and capital campaigns, Nick Jaffer – Global Philanthropic, has helped countless institutions achieve their vision and mission by maximising their fundraising performance. Nick has recently completed a national professional development tour visiting Educate Plus Chapters around Australia.

#1. Engage your leaders; the number 1 issue for a successful Advancement program

While the core business of schools and universities is education, as Advancement professionals we know the importance of strategic planning in order to provide sustainability for the future. Schools and universities are a business, but a business different to others. Whilst institutions can have a potential for greatness, they can lose momentum when the willingness to drive it forward is lacking. Without the passionate leadership of the Head or Vice Chancellor, advancement and philanthropy will falter.

Engagement with leadership is critical to the Advancement program, although it may take time to establish a relationship with a new incoming leader. Establishing regular and direct access and reporting to your Head or Vice Chancellor is crucial, and regular reporting to your Board is essential. You may have to adapt to reflect your leader’s style.

#2. What are the barriers to Senior Leaders taking on an Advancement role?

While the Executive may have proven skills in other fields, they may be lacking in knowledge and understanding (and even fear) fundraising and philanthropy. They may not know their role, or have had poor previous experience in it. And of course, there may be competing priorities in their lives, in the work environment, at home or in their personal lives. Respect this.

At some universities, Deans and Heads of School now have philanthropy KPIs attached to their roles, not as daunting as it may first seem. People say this only happens in American institutions but this is no longer the case; times are changing.  Their role may be in engagement and community relations, or in providing a knowledge and passion for the project. They don’t necessarily need to make the ask, but rather to be a part of the Advancement team when engaging with potential donors.

Fundraising and engagement are more about listening (80%) than about talking (20%). It’s about understanding and learning about your potential donor. This takes the pressure off your leaders and staff. Make sure your leader understands this.

#3. Where do I see my biggest challenge? Is it with the Board?

Board members (and indeed other Leadership members) can be ego driven, they can be successful and an expert in their own venture, but may not fully understand a school or university business. As with all of us, they need training and support. Make this part of the induction process where expectations are laid out, as well as through an ongoing narrative. Training for all is important from the Head down, so repeat the message often and keep it fresh. Bring in outside people to help. And, don’t worry if you think they’ve heard it before.  Apple doesn’t think you’ve forgotten what an iPhone is but they don’t mind telling you about it again – and few seem to be offended.

#4. Who is the best person to bring onto your board to support and grow philanthropy?

A Board has three key responsibilities: (1) approve the vision and direction of an institution; (2) monitor its progress towards achieving those goals, and; (3) ensuring it has the resources to achieve its ambitions.  What role does, or should, philanthropy play in supporting your institution’s mission?  How can we elevate the conversation about philanthropy to the Board level?

Why not bring a donor or a fundraiser on board to lift the culture of giving? They already have a proven record, especially if they are a parent or alumni with a passion for the institution. To quote Nick. “It’s easier to make a donor a board member than it is to make a board member a donor”. For those already on the Board, are they giving? We can’t ask others if we don’t give ourselves. To change the culture of our institution we must start from within, with the endorsement and example of the Head or Vice Chancellor.

#5. Talk the talk

Perhaps we find our Business Managers difficult to engage. Adequate resourcing is often a major problem and they may not see the long-term value of our vision. These are ‘numbers’ people so we need to present them with a sound model and our own numbers when presenting our case and asking for resources. Develop an appropriate narrative.

#6. Benchmarking and KPIs

Benchmarking can provide a compelling argument for resourcing and provide an evidence based argument. Ask:

• How do we stand up against other similar institutions or institutions to which we aspire?
• What resources do we need to do so?
• How can we resource more staff to raise more money?

Both Educate Plus and CASE have benchmarking models.

KPIs are useful not only in demonstrating your expertise and achievements, but as a basis for reporting.  If your Head or Vice Chancellor or Board hasn’t set your KPIs, then take the lead on setting them – and share them with leadership. An aware board becomes an engaged board.  Demonstrate the impact Advancement is making, not only in terms of numbers, but by telling the story of a donor, a student or a scholarship outcome. Don’t forget when presenting your case to talk about your achievements and wins.

#7. Seeing is Believing

A great way of getting your message across in a simple and visual manner:

#8. Develop a good internal communications strategy

While we may have a great external communications model we often don’t have a good internal one. Expand your narrative, explain what you are trying to do, train and invest in your internal network. Invite Heads or Deans to present to your team to learn their priorities – and for them to engage with your team and learn about how you can help them. Build your case internally, educate and communicate with the Board, with leadership, with staff, students and families.

#9. Engage with the wider team

Never underestimate your whole staff and community and their ability to be a valuable part of your engagement and advancement scenario. Use your students, your alumni, your current and retired staff to tell the story, pass on the message and inspire others to give.

Thank them, give credit and praise, share the success, and keep them informed.

Work with them to achieve your goals. Engage them and make them part of the vision and the philanthropic journey of your institution.

#10. Find your champions within Leadership, the Board or the wider community

We all have our champions so work with them to achieve your goals.  Never underestimate the importance of your relationships – up, down and all around.

And remember, the business of philanthropy is about propelling the vision of your institution into the future to help your community.

Suzanne Moorhead 

Writer: Education and Advancement

e: suzanne.moorhead1@gmail.com

This article can be shared on the following social media channels.

@Educate_Plus 
   

Committee Member in the Spotlight – Kate Robertson

Meet one of your dedicated SA Committee members – Kate Robertson. Kate is your committee’s Vice- President and is the Chief Advancement Officer at St Peter’s College.

If you were to write a book about yourself, what would you call it?

I can safely say that I would never write a book about myself and therefore I will conveniently skip this question…..

What do you like most about Educate Plus?

The warmth, camaraderie and professional support given by and to all of us working in similar roles and environments in the advancement family.  I always feel like time spent with Educate Plus members is like the equivalent of having a spa treatment!  

How has Educate Plus helped you in your career development?  

It has been wonderful to connect with people across SA and interstate (and further afield too) through the Educate Plus family.  From networking, to sourcing specific advice and guidance, to finding inspiration from others – it’s all been readily available and generously given. It was invaluable in the early days of moving from one part of the education to another, helping me come to understand what is ‘normal’ in schools after a decade in higher education.  My professional practice is also enhanced by sharing my arts and university experiences with others.

What is the most rewarding part of your role at St Peter’s College?

One of the highlights of my career was witnessing first-hand the response from a boarding student when someone from overseas had stepped forward to provide a new bursary at very short notice, when he was at risk of leaving school due to a change in family circumstances. Seeing a Year 10 boy in tears of gratitude and relief by the actions of an out-of-sight donor is something that will stay with me forever.

How did you first learn about Educate Plus?

Very soon after arriving in Adelaide (in 2013) someone suggested that my university should join as a member.  It didn’t take long for someone to reach out to me!  I think it may have been Abhra…..

Who would you like to be for a day?

I’m not sure about being someone else for the day, but I wouldn’t miss the chance to hang out with Barack Obama if I could.

Favourite movie?

Too difficult to choose! But my mind immediately brings forward Dirty Dancing, Shawshank Redemption, Grease, Schindler’s List….

What’s one thing you couldn’t live without?

An endless supply of English breakfast tea. (No surprises there!)

Who has had the biggest impact on your career thus far and why?

I’ve been blessed with so many wonderful people touching my career in a positive way; both those I have worked with and those I have worked for.  But if I have to pick one, its Professor Sir David Greenaway who was the Vice-Chancellor at the University of Nottingham when I was there.  He put his faith in me 100% and never questioned that, even when the challenges were enormous: his public support and his belief in me enabled me to reach personal and professional goals I hadn’t dreamed of. He was also a master at leading by example. And he was (is!) just fantastic company. That always helps when you have to spend a lot of time working together!

Favourite travel spot?

Gosh. These questions are verychallenging!  Let’s keep it local: my ‘happy place’ here in SA is Port Elliot and the Fleurieu Peninsula. Can I stretch that to jump across to Kangaroo Island, please? It’s a slice of heaven on earth in my view, and where we were lucky enough to see a playful platypus on one of our visits.

What’s the weirdest job you’ve ever had?

I had a lot of casual jobs when I was a student: newspaper delivery girl, swimming pool lifeguard, incubator and oven cleaner at a hospital (not to be confused), tea lady at a care home which included serving Guinness to elderly ladies for medicinal purposes of course. Nothing was ever weird exactly, but I do look back and laugh about working in a Pizza Hut outlet located within a busy pub in Southampton. When the customer’s order was ready I had to announce on this very loud tannoy in an assertive voice, “Pizza No 24 your order is ready, Pizza No 24 please come and collect!” Early voice-training for corralling an alumni reunion perhaps?

What are your three most overused words/phrases?

“Show not tell.”

“Not all good learning has to come from positive experiences.” A good lesson that someone once passed on to me.

“Ooh, a glass of fizz? Yes, please!”

Kate Robertson
VIce President SA/NT
Chief Advancement Officer
St Peter’s College
KRobertson@stpeters.sa.edu.au

Achieving Synergy: The Three Elements of School Fundraising – By Dr Jason Ketter

School fundraising is a complicated beast. Without careful management, conflicting priorities can derail your best efforts. Principals and staff are often inundated with requests from a variety of worthy charitable organisations seeking assistance, at the same time as they try to support and nurture the bourgeoning philanthropic interests of students, who might be inspired to take action to combat poverty or fund medical research. In the midst of these requests, Principals may find it awkward to put forward their own school as a charitable entity, worthy itself of philanthropic support. Indeed, our experience and our research into schools reveals that many schools do not have highly developed fundraising programs, but they do express a sincere interest in promoting the social justice work of their students.

So how should schools balance these three elements of schools fundraising: external charities, student philanthropy, and the school’s own fundraising? The first step is to appreciate that all three elements are important in your fundraising approach, but they are best addressed in different ways.

AskRIGHT has recently produced a booklet, School Fundraising for External Causes, that seeks to provide schools with the tools to manage this first element of fundraising. Concrete steps you can take today include creating a fundraising policy, designing processes (that are communicated to your teams), and identifying your objectives. Taking a structured approach to external fundraising allows you to minimise disruption to school activities and maximise fundraising outcomes for the charities that your school is most passionate about. More importantly, it allows you to model responsible and compassionate philanthropy to your students.

The second element, which encompasses the growing culture of Youth Philanthropy in schools, is similarly important. Many students have an increasing appetite to raise money for causes that are important to them. Here at AskRIGHT, we are seeing this in schools of all kinds across Australia and New Zealand. Through their involvement in fundraising and philanthropy, students are learning social awareness, leadership skills, civic engagement, team working skills, service learning, empathy, assessment tools, and the spirit and meaning of philanthropy. Some of these young philanthropists already sit at the table of family foundations. Even among the majority of young people, who won’t ever be in the headlines for making million-dollar gifts, these qualities have an impact: making their communities better and offering help to those who need it most. They will become the next generation of strong, compassionate citizens.

Each school is unique, abiding by its own independent philosophy and mission. As a result, students’ philanthropic interests vary. But I observe that most have a social justice purpose — driven by the students’ sense of right and wrong, of individual and collective justice. These student programs often have the support of volunteers, teachers, and administrators and are becoming very effective fundraisers.

While many schools are adept at raising funds for external and student causes, they are not yet effective at managing this third element—the school’s own fundraising activities. Schools themselves are important charitable institutions and deserve philanthropic support, but they can find it difficult to find the resources to invest in the personnel and tools needed to commence a sustainable, and beneficial, fundraising program.

The answer is that the school leadership (board and executive) must find the will to act. Fundraising is a team sport. It can’t just be left to the fundraiser as the fundraiser needs the involvement of the board volunteers, the principal and deputy principals, the teachers, and other staff to promote and share the case for support. Further, fundraising is a profession and takes a dedicated budget that supports the professional/s who are implementing a fundraising plan, putting a great deal of time into running fundraising activities, and cultivating high-quality relationships.

A fundamental fundraising tool is a dedicated constituent relationship management (CRM) software system. Fundraising is about relationships and without a fit-for-purpose CRM designed to support lasting relationships the aspirational goals of raising significant dollars will be very difficult to realise. In a recent survey conducted by AskRIGHT, over 60% of the schools reported not having a CRM to support their fundraising activities (activities which raise monies for the benefit of their school) and yet the schools that had invested in a CRM were raising more money.

Schools must allocate staff time to work with volunteers to ensure that fundraising is done well and that the mission of the school is presented as important, effective, and worthy of philanthropic support. Schools must also find the will to set out the fundraising work as a strategic and operational priority and allocate sufficient human, marketing, and operational resources in the annual budget. Asking for a gift to benefit the school directly won’t erode support for the student project or other community support — it all helps grow the level of philanthropic support that makes each community a better place.

Dr Jason Ketter is a Senior Consultant with AskRIGHT, a fundraising consultancy serving clients in Australia and New Zealand.

Save the Date – Chapter Dinner

Chapter dinner at International Conference

Attendees at the 2018 International Conference are warmly invited to the SA-NT Chapter Dinner on Wednesday 5 September.

• When: 5 September, 7pm
• Venue: The trendy  Harbourside Grill (The Harbour Room).
• Cost: $50 for canapes and welcome drink. Cash bar available.

REGISTER HERE