Time spent up front giving a strong shape to projects – alongside staff teams, stakeholders and partners – lays the essential foundations for fundraising success. It allows strong funding prospects to be identified across a range of sources and helps teams to set realistic fundraising targets. A fundraising action plan, setting out activities and targets over successive phases of work, enables campaigns to remain flexible and responsive to changing circumstances and opportunities.
Initial fundraising feasibility work is particularly important for large-scale capital projects. I have completed several feasibility studies for major new developments, in each case shaping significant changes to the overall project plans and producing a strategy and plan that secured the necessary funds.
I have extensive experience of building and implementing successful strategies for capital and revenue projects alike, as well as for charities’ core operations – drawing together support from multiple funders including statutory grants, trusts and foundations, corporate sponsors, communities of interest and individual donors.
This has often involved a parallel strand of work to support the strengthening of wider organisational functions e.g. governance, financial management, funder stewardship and partnership building, so as to maximise fundraising opportunities and success.
I have extensive experience of building and implementing successful fundraising strategies for capital and revenue projects alike – drawing together support from multiple funders including statutory grants, trusts and foundations, corporate sponsors, communities of interest and individual donors.
This has involved working alongside staff teams, stakeholders and partners from the start, to give the strongest possible shape to projects. We’ve often worked also to strengthen wider organisational functions – governance, financial management, funder stewardship and partnership building – so as to maximise the chances of success.
