Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
The 20 essential actions all fundraisers must take to succeed in these challenging times
1. The 20…or more essential actions
ALL fundraisers MUST take to
succeed in these challenging times
Brussels, Friday 9 December 2012
Daryl Upsall
Chief Executive,
Daryl Upsall Consulting International
3. Speaker Profile
• 28 years in fundraising
• Based in Madrid
• Raised over 1000 million Euros for Greenpeace and over
250 million for Spanish NGOs
• Worked in 48 countries
• Runs leading international NGO consultancy and
recruitment agency
• Co-owner leading Spanish telephone agency, The
Fundraising Company and Fundraising Contacts call
centre in Argentina
• Co-owns Face to Face FR companies Fundraising
Iniciativas and International Fundraising with businesses
in Italy, Portugal, Brazil, Chile, Mexico, Argentina and
South Africa
4. Client List - International HQs
• International Cocoa Initiative
• ActionAid International
• International Crisis Group
• ALSAC/St Jude Hospital
• International Deaf Children's Society
• Age Concern International
• International Institute for Strategic Studies
• Bioversity International
• Mama Cash
• Blackbaud
• Merlin
• Borneo Orangutan Survival Foundation (BOS)
• MORI
• CARE International
• MSF Access to Medicines Campaign
• Charles Darwin Foundation
• MarViva
• Christian Aid
• Oak Foundation
• Christian Blind Mission
• Pew Environment Group
• Christian Children's Fund
• Plan International
• Center for International Forestry Research (CIFOR)
• Red Cross (IFRC)
• Club de Madrid
• Red Cross (ICRC)
• Concern Worldwide
• Save the Children International Alliance
• Covenant House/Casa Allianza
• Social Accountability International
• Deaf Child Worldwide
• SOS Kinderdorf International
• Drugs for Neglected Diseases Initiative (DNDi)
• Surfrider Foundation
• ECPAT
• The Antarctica Project
• European Critical Care Foundation
• The Brooke
• Finn Church Aid
• The Climate Group
• Foodwatch
• The Global Fund
• Foundation Theodora
• Transparency International
• DARA Foundation
• UN – Food and Agriculture Organisation
• Global Reporting Initiative
• UNESCO
• Greenpeace International
• UNHCR
• Habitat for Humanity International
• UNICEF
• HelpAge International
• United Bible Society
• Hole in the Wall Gang Camps
• Wetlands International
• Human Rights Watch
• World Association of Girl Guides and Girl Scouts
• IFAW
• World Café - Europe
• Institute for War and Peace Reporting
• WSPA
• WWF International
5. Outline of Session
• Cover some 20 essential actions
that any successful fundraising
team MUST undertake if it is to
achieve long term and
sustainable growth.
• Provide a practical checklist for
YOU to be ready to achieve
professional success in
fundraising
5
8. Some simple...but important
questions
• Who here actually asks donors for
money personally?
• Who in this room is a monthly donor
to their charity
• Who is a major donor?
• Who has left a legacy in their will to
their charity ?
11. Action 2
Do something!
• No time for excuses
• No time for blaming
the crisis
• Time for a hard review
at your own
fundraising
performance
• Focus on what is
important
11
15. Why do people give to charity?
What are their intrinsic motivations for
giving to any charitable cause?
• Most importantly donors are motivated
by their own experiences and values.
• Maslow’s hierarchy of needs reveals
many of the reasons that people donate
fall into the higher categories of
love/belonging/social needs, esteem
needs, and self-actualization.
15
16. Top 5 reasons that people generally donate
to charitable causes
1. Personal Experience
• Donors will often feel an affinity for a
cause for a variety reasons related
to their life experiences.
• This is most evident in causes that
relate to health.
• If someone has been diagnosed at
some time in his or her life with a
serious illness, or one of their close
friends or family members has, they
are acutely aware of the needs of
patients
16
17. Top 5 reasons that people generally donate
to charitable causes
2. Giving is a good thing to do..
• Majority of people simply believe in the value of
giving itself.
• Some give out of an accepted moral or spiritual
obligation.
• Others subconsciously know that it just feels good
to give
• Giving is good. It just feels good
• A recent study looked into people’s brains with
MRIs while they made decisions to give.
• Dr. Jorge Moll, the lead researcher on the study,
said what they saw “strongly supports the
existence of ‘warm glow’ at a biological level.
17
18. Top 5 reasons that people generally donate
to charitable causes
3. To do something active
about a problem or issue..
• Making a donation gives the donor
personal power over a complex issue
that is much larger than himself.
• Making financial donations is also a
way to take a stand on an issue.
• Political candidates, lobbying
organizations and hot button issue
groups all receive contributions from
people who are voting with their
dollars.
18
19. Top 5 reasons that people generally donate
to charitable causes
4. Motivated by personal
recognition and benefits...
“You appeal to donors’ egos – or to their
desire to heighten their public image – when
you offer to recognize their gifts in an open
and tangible way.” Mal Warwick
• Many people like to be publicly acknowledged
for their gifts to charity
• People donate because you give them
something tangible in return.
• Donating allows them to associate with a well
known person or social set.
19
20. Top 5 reasons that people generally donate
to charitable causes
5. They want to make a difference.
• People want to make an impact in the lives of an individual person.
• They would like to see a lasting and tangible change as the result of
their contribution.
• Others want to see an immediate impact, e.g. food distributed to
those who are hungry and other types of emergency aid.
• Others have a long term vision for a societal change they want to
see take place.
20
23. Let’s start with the case for support
E.g. An international children’s charity
• You are not asking for
SOS Children’s Villages
• You are not asking for
SOS Austria or Venezuela
etc
• You are not asking for a
“committed gift”
• You are not asking for a
“loving home”
24. The case for support
You are asking for the
children and for them
to have a loving home
...and that is what people
will give to
People give to people
25. The best fundraising is about
“asking properly”
Do you want to
help children?
25
26. Telling the story
• Its not really the story of the
founder
• Its not the story of the charity
• Its not the story of the number of
countries you work in or fact you
serve thousands of beneficiaries
• It is the difference you make to
the lives of individual children,
refugees, people with cancer and
their story
28. Telling stories
The stories can be from any of your stakeholders
• Beneficiaries
• Staff and volunteers
• Celebrities
• Donors
• Social services/teachers
• Other NGOs
• Etc
29. Think about your audience for
fundraising
Help me? “He was panicking when he
called. 3am, no sleep, close to the
edge. After half an hour, he
yawned, laughed, said ‘thank you’
and could he phone again if it all
got too much? We said yes,
whenever he needed.”
Chair, 24 hour helpline
30. What makes a good story?
A good story is: Good stories feature:
• simple: it doesn’t try to cover • a strong character: a person
too many bases at the centre who we care
• short: no more than a minute about
long, easy to remember, no • a turning point: a change or
script needed resolution.
• active: the story is about doing • Stories are not always
things serious.
• true: telling a true story is a • Touches of humour and
chance to talk honestly about lightness can show that you
the organisation realise your organisation
• told for a purpose has limitations too.
Source: Richard Spence from The Change Triad.
31. 5 Ways Nonprofits Can Tell A Better Story
1. Tell The Story Of One
2. Use A Compelling Plot
3. Be Authentic
4. Appeal To Emotion
5. Use Social Networking
Source: Maryanne Dersch www.501creative.com
32. SOS children from all over the world say
“THANK YOU” for YOUR support.
Thank you for the good wishes. I enjoy
school and am in Grade II now. I always
play safe at home. Thank you for your
support. I wish you the best. I love you.
Child from SOS Children's Village Umtata in South
Africa
33. SOS children from all over the world say
“THANK YOU” for YOUR support.
I wish for all children who are on
their own to get to live in an SOS
Children's Village so that they,
too, can have a real life like their
friends at school.
Girl from SOS Children's Village
Sarajevo in Bosnia-Herzegovina
35. Is your NGO a Lovemark yet?
http://www.lovemarks.com/
36. Remember only the
customer/donor can
decide Lovemark
status. And they’ll
only do it for brands
that are up there in
the top right, where
the sun always
shines.
38. How essential are non-profits to donors?
“…are there many
non-profit
organizations out
there that would be
similarly mourned as
Steve Jobs if they
disappeared
overnight?”
38
39. How essential are non-profits to donors?
“Unfortunately, many
nonprofits wouldn’t be
missed. They’re
competent, good, and
provide life-changing
services, but they
have yet to wow their
donors.”
39
40. How essential are non-profits to donors?
Here’s what James Read of agency Grizzard thinks Steve Jobs would do if he were
your CEO:
1. Paint a compelling vision for a better world and offer donors relevant, concrete
ways they can partner with your organization to make it a reality.
2. Anticipate what your donors want. He would make sure they received timely
receipts, reports on what their gifts accomplished, and surprise them (in a positive
way) with all the good that’s getting done.
3. Weave a compelling experience for your donors. Through the stories he told,
your organization’s website, and every other touch-point, he would pull your donors
into the excitement and drama of how your organization is changing the world.
4. Make sure that your non-profit delivered amazing value for every dollar your
donors contribute.
40
42. Who are our supporters typically
and who could they be in the
future?
42
43. Who are trying to recruit?
• It’s not the general public
• Its the professional
middle class who can
usually afford to give
• Remember that 80% of
your income will come
from 20% of your donors
44. Traditional Charity Donors
Typically in mature They..
fundraising markets
• Were recruited by direct mail
• North – European & American
• Read what they are sent by
• Middle class
charity, ie newsletters, mail
• 55-75 + years appeals
• Educated • Are loyal donors and trust
• Professional/retired charity
• More women than men • Donate by cheque, cash and
• Indigenous nationals some via their bank
• Have a landline telephone • Will remember charity in their
• Live in same home 20+ years Will (Anglo-Saxon)
• Have savings/assets
44
45. Traditional Charity Donors
Typically in mature They..
fundraising markets • Were recruited by direct
• North – European & mail
American • Read what they are sent
• Middle class by charity, ie newsletters,
• 55-75 + years mail appeals
• University educated • Are loyal donors and trust
• Professional charity
• More women than men • Donate by cheque, cash
and some via their bank
• Indigenous nationals
• Will remember charity in
their Will (Anglo-Saxon)
45
47. Typical older donor profile
Thanks to the generosity of the
late Elmer and Dorothy Eade
of King City, deserving nursing
students at Hartnell College
will be able to pursue their
dreams of becoming members
of the nursing profession.
• Mr. and Mrs. Eade, who died in
2002 and 2000, respectively,
established a $600,000
scholarship endowment that
will benefit Hartnell nursing
students.
47
49. Who is a new 21st Century Donor?
Typical profile.. They..
• Anywhere on the planet • Were recruited by F2F,
• 18-55 years old telephone, internet, SMS
• Middle class • Do NOT read what they
• Male or female are sent by charity
• Educated • Are promiscuous donors
and don’t fully trust
• Profesional charity
• Wired/connected • Donate via their bank
• Move home regularly • Not thought about their
• Communicate via mobile will
• In debt
49
50. Who is a new 21st Century Donor?
Typical profile.. They..
• Anywhere on the planet • Were recruited by F2F,
• 18-55 years old telephone, internet, SMS
• Middle class • Do NOT read what they
• Male or female are sent by charity
• Educated • Are promiscuous donors
and don’t fully trust
• Profesional charity
• Wired/connected • Donate via their bank
• Move home regularly • Not thought about their
• Communicate via mobile will
• In debt
50
51. What demographic of donor is this
department hoping to reach?
Younger people? Older adults?
18-25 years old. 56-70 years old
Younger adults? Elderly?
26-35 years old 70-90 years old
Middle aged?
36 -55 years old
51
52. What fundraising communication may need
speak to a different demographic?
Younger people Older adults
• SMS/text • Child sponsorship appeals and
• Email newsletters/appeals reports
• Emergency appeals • Direct mail
Younger adults • Printed newsletter
• As above • Annual reports
• Face to face showcards & • Legacy materials
welcome packs Elderly
• Loving Home • As above
Middle aged? • Legacy newsletter
• Face to face FR materials
• Short printed newsletter
• Child sponsorship
and annual report
52
57. Be a fundraising professional –
study, learn, research
YOU MUST!
• Attend conferences like this...and others
• Read the keys books, magazines
• Visit webs such as SOFII to great case studies www.sofii.org
57
58. Be a fundraising professional –
study, learn, research
• Check fundraising blogs
• Join fundraising Linkedin groups
• Follow cutting edge debates - The Agitator www.theagitator.net
• Look outside your organisation and this market
After 28 years in fundraising I am still realising how much I still need to learn
58
62. More information here
Recommended reading:
Tiny Essentials of Monthly Committed Giving - Harvey
McKinnon
Relationship Fundraising – Ken Burnett
Friends for Life – Ken Burnett
Asking Properly – George Smith
www.whitelionpress.com
The Showcase of Fundraising Innovation
and Inspiration www.sofii.org
The Agitator - packed with nonprofit fundraising and
marketing strategies, trends and tips
http://www.theagitator.net
63. Learn from the “gurus”
Book early for 2012...see Ilja for more details
64. Learn the best practice
After 28 years in fundraising I am still realising how much I still need to learn
64
66. Know where you are...research and
focus
Internally Externally
66
67. Know your KPIs – what to measure
and why and what to do about it!
68. Do you reality know you average
gift...and the rest?
Change
Average Average Attrition
in Upgrade
gift of gift of at
average d
your your different
gift average
sign fulfilled gift
following gift?
ups? donors? levels?
attrition?
What about:
• “Lifetime value
• Recency, frequency value
• Who your most valuable donors are
• Which demographic group gives the most
• The impacts of your action on attrition
69. Focus on where you make money
now...and more in the future
• Who knows what
this is?
• Who uses it?
• Who uses it
regularly?
70
70. Focus on where you make money
now...and more in the future
• Invest in cash
cows...heavily whilst
the ROI is right for you
• Invest in developing
rising stars
• Deal with the problem
child
• Close down the dead
dog
71
72. Make sure you know your
fundraising product cycle
Product Life Cycle plus Boston Matrix
Cash
cow Problem
Child
Direct Mail/events
SMS/web/
social media Face to Face/
Telephone DRTV/Events
Rising
Star Dead
Dog
73
73. Analyse and Prioritise
• Do proper data analysis
• Focus on the “cash cows”
• This means monthly giving
• Kill the truly underperforming
programmes”
• Focus on your donors and
your relationship with them
• Invest where it counts,
where its working - do not
start cutting budgets
74
74. Just focus on the “cash cow” and a
few of the tools .....
Committed giving -
socios
• Telephone fundraising
• New media
• SMS - Texting
• DRTV/ DR Radio
• Face to Face
......but most importantly the integrated use of the above
75. Why focus on committed donors?
• It has a high return on investment
• It creates your “most valuable
donors”
• It’s predictable so you plan your
programme into the future
• It builds long-term, sustainable
income you can build upon
76. Why focus on committed donors?
• You can focus on the donor
relationship and building the lifetime
relationship on and create “friends
for life”
• It provides the opportunity to cross-
sell other products
77. Key elements of successful
committed giving programmes
• People focused
• Human stories and pictures
• Based on “real experiences”
• Brings the donor closer to the cause
• Language and tone more natural
• Tangible, transparent, authentic, urgent
• Gives supporters and their family something to
do for the programme
78. Key elements of successful
monthly giving programmes
• Is priced right for the market
• Easy to join
• Works on multi-channels
• Has an appropriate premium that adds to the
cause and reminds donors of their reason for
supporting
• Has a clear and appropriately priced “shopping
list”
• Makes a clear link between the lives of the donor
and the cause
79. Key elements of successful
committed giving programmes
• They answer the donor’s often unspoken
question, ‘What’s in it for me?’
• Very personalised in its communication
• Very clear what the product does and the costs
• Has a clear rationale for why a monthly gift is
important
• Are engaging, tangible, easily affordable and
provide ongoing feedback of a high quality
• Has excellent donor relationship management
81. Integration of Fundraising
• Back-end Organisational Integration: Tracking
all donors and constituents, and developing
communications, fundraising, and CRM
strategies to hold and upgrade them.
• Channel Integration: Using, for example, mail to
drive web transactions, convert web donors via
postal mail, internet to telephones, email to lift
postal mail response rates etc
82. Breakdown Silos
PRODUCT LED SEMI INTEGRATED FULLY INTEGRATED
SUPPORTER LED
Direct Marketing Programme DM products
Volunteer Programme
Event products
All Fundraising Campaigns
Event Programme Campaigns Programme
Programmes Programme All charity Volunteer products
supporters Personal pledge
Customer Service
Customer
Campaign products
Service
Service experience
• Multiple databases held by
different parts of the • One database for all • One database and
organisation fundraising support management strategy for
• Varying levels of all supporters
• No holistic overviews or
management of supporter collaboration with different • Full understanding of
relationships departments value of multiple
• Better understanding of relationships
• Limited cross sell or multiple
engagement value of engagement and • Service focused on
multiple relationships building value
83. Integration… SOS Spain
10:1 ROI,
Web > phone pop-up to Bread
Daily
committed gift
$12,000
Press > web phone call one
CAD
local press
Press > SMS >phone Shelter
mention
Email
@
30% conversion
reminders
Email > DM SMS data capture
8 -10% uplift
to monthly gift
70%
F2F > web Landmines
email response
<break even
Gift Aid
Web/email > by 2 GP Brazil
months
events
42%
phone or mail website
upgrade
online then
Daryl Upsall Consulting phone + DM
International SL
84. Back End – Organisational Integration
Focus on maximising the value of supporters
Redefine Encourage
Supporter Value multiple
engagements
Create a
Breakdown Silos
Fundraising
‘Integrate’
culture within
Service
85. Integrated Back End – USA Red Cross Fundraising for Tsunami
Management Action Response to Tsunami/Earthquake AP2695
Orientation
Greg Johnson Nancy Ajello and
SLA REDM Backup John Bowers
Workspaces Manager Process Improvement Training
Overarching Query Training
Carol Ossi
Business Systems Manager Electronic
Christine Jones Helen Gianviti
SLA Spherion Development Systems Access to
Matching Gift Process Improve Training Support
Temp Staff Network logon and RE7 Access Control Confidential
Benchmarking/ROI
Records
Greg Yankou
Gerald Bolden Geri Adams Enhance QueryTool
Admin Support Admin Support Monitor and Enhance IMO/IHO Gizmo
(Temp) Benchmark
(Temp) ROI Matching Gift Process Improvement
Access Responds to SSC
Reni Cole Gehan Babikir Eric Bradshaw Requests Re:
Secure Secure Vital Records Statistical John Bowers Production
Coordination
Assistant Manager DMP Missing Gifts
Storage Sign Out (Temp) Import Error Correction Production Analyst
Business Systems and problem
batches
Initial Review
Donneaka Winford Emily Rowland Keona Briscoe Daily
Global Changes
Vital Records Vital Records Vital Records Feedback Michelle Jackson Matching Gifts
(Temp) (Temp) (Temp) Supervisor Data Integrity Final Review
on Staff
Release to SSC
Production
Jennifer Porter Ana Portillo
Gift Fulfillment Gift Fulfillment
Matching Gift Support Matching Gift Support
Melrose King Kim Davis
Donna McKenzie Portland Cunningham Pam Cheers
Supervisor Data Entry Gift Fulfillment Marco Spruill
Daily Early Shift LL1 Regular Shift Daily Late Shift LL1
Bank One, Wire Matching Gift Support Matching Gift
Supervisor 7am - 11am Supervisor 11am - 3pm Supervisor 3pm - 9pm
Printing, Coding, Data Entry Process Support
Matching Gift SWL1-105
DMP QC Floor Supervisory Team Work Spaces SWL1-106
SWL1-107
Young, Cheryl Wilson, Ebenezer Darchelle Garnett
Snodgrass, CarrieLynn Baker, Georgina Wendy Lowe Preston, Dorothy Melinda Warner Ashley Barnard
Post QC Regular Shift 8:30am - 5pm 7am - 3pm
Regular Shift 8:30am - 5pm
7am - 3pm 3pm - 9pm 9am - 5pm Batch Entry
Douglas, Dante Keith Osborne IMO/IHO; PostQC Dmp Regular Shift
Walker, Charlene Bare, Keith Francis Basoah
Regular Shift 8:30am - 5pm
7am - 3pm 3pm - 9pm
7am - 3pm Bonnie Brown Nida Munir
Post QC Pam Cheers Richard Boateng
Regular Shift 8:30am - 5pm
Hawkins, Diane Eva Foushee Ayesha Henderson Batch Entry
Brown, Kevin Noon - 3pm
7am - 3pm Regular Shift
LaTaunya Cannon Regular Shift 8:30am - 5pm 7am - 3pm 3pm - 9pm FRN-OCRA
Post QC Tanika Sewell Chris Sutton
Noon - 9pm
Adade, Kwadwo Stilley, Stefanie Michele Diggs Andrea Lyles Long, Aaron
7am - 3pm 3pm - 9pm
7am - 3pm Donna McKenzie Pledge/Proposal Entry
Regular Shift 8:30am - 5pm
11am - 3pm Regular Shift
Regular Shift 8:30am - 5pm Sorrell, Andre JerJuan Hamilton Nancy Jones BOG Lanre Folayan Gwen Jones
Kiesha Mobley 3pm - 9pm
Eden, Ihsan 7am - 3pm 3pm - 9pm Cole, Kathryn
Regular Shift 8:30am - 5pm Batch Entry
Regular Shift 8:30am - 5pm
Seferash, Asfa-Wossen Kiante Roach Margaret Kheiry P. Cunningham Regular Shift
Demirea Coreley Odetta Jordan 3pm - 9pm Tiffany Lyles
7am - 3pm 3pm - 9pm 9am-11am and 3pm-5pm
Regular Shift 8:30am - 5pm Regular Shift 8:30am - 5pm Zimmerman, Darnell
Judy Marshall Jeremiah Mitoko Julius Adoo Batch Entry
Edward Blackmore 7am - 3pm 3pm - 9pm
TBD Regular Shift
Regular Shift 8:30am - 5pm Regular Shift 8:30am - 5pm
Cynthia Mason Portia Frazier Woody Ikhido
7am - 3pm 3pm - 9pm TBD
Regular Shift 8:30am - 5pm Regular Shift 8:30am - 5pm
88. Recommendations
• Update databases regularly,
establishing a frequent
contact programme (2 to 3
times per year), preferably
“spoken”…
• Dynamize welcome letters
by including relevant and
updated information i.e.
adding a PD and speaking
about an ongoing action or
project (i.e., Haiti/Chile).
89
89. PROCESS OVERVIEW - FORMS QUALITY
FUNDRAISER - FORMS
PCODE = Problem code
FISL – DATA ENTRY
OK “PCODES” ON DATA ENTRY
CALL CENTRE (FRC) – WELCOME CALL CALL CENTRE (FRC) – RESOLUTION OF
OK “PCODES” ON DATA ENTRY
OK
FISL TEAMS – MEMBERSHIP,
NPO – NEW ATTRITION, “PCODES” AFTER CALL
OK
MONTHLY
DONORS
SOLVED “PCODES”
FISL TEAMS – “PCODES” ON DATA ENTRY
OK
90. Speed up your processes with new donors
F2F recruited donors in Spain
Acquisition Week 1
Before Reception of Week 2
forms at office
Data entry and
validation
Week 2 and 3
Letter mailing
Mailing of Mailing of Week 4
members’ data invoice
Welcome Week 5
Sending of
changes in Week 6
Welcome
91
91. Speed up your processes with new donors
F2F recruited donors in Spain
Week 1
Acquisition
Now
Week 2
Reception of
forms at office
Week 3
Data entry,
validation and
Welcome
Week 3
Mailing of Mailing of
Letter mailing
members’ data invoice
92
94. “Business as usual” is not good enough for
fundraisers
• The world is changing fast
• Economic uncertainty
• Donor expectations are higher
• More competition for donors
attention
• More organisations fundraising
• “Old” fundraising techniques
bringing diminishing returns
95
96. Do you need to innovate?
• All fundraising involves
risk…but calculated
• No prefect fundraising
formula lasts for ever
• Donors way of giving is
changing
• What worked with one
generation may not with the
next
• You cannot afford to be left
behind
97
97. The market is changing in Belgium
• Schools, universities, museum,
theatres, hospitals, cultural
institutions are NOW entering
fundraising
• Growing number of private
initiatives of engaged citizens
setting up their own charities
• Small private development aid
initiatives now raising as much as
traditional development aid
NGOs
98
98. Time to face up to the challenges of the
Belgian market
• Significant government budget cuts to
charities that rely on such funding
• Relative lack of hard data on giving and
the Belgian fundraising market…but
could be stagnating
• Fundraising not well internally integrated
and respected within NGOs
• Lack of willingness in NGOs to invest in
training/education of fundraisers
• Pubic acceptance of overhead costs and
fundraising costs??
99
99. Time for fresh thinking
• When was the last time
you truly came up with a
new approach to
fundraising?
• When did you look at you
fundraising department
and then start with a
blank sheet of paper?
• Have you ever zero
budgeted?
100
101. Integrate and Innovate!
“It is not the strongest
of the species that
survives, nor the most
intelligent, but the one
most responsive to
change.”
Charles Darwin
102
102
102. KISS....a word of warning
NASA
and
the pen
Daryl Upsall Consulting
International SL