Category: Economy

Australia, Benchmarking, business planning, Business Strategy, Economy, fundraising, goal-setting, leadership, Not for Profit Sector, partnerships, philanthropy, Strategic Planning, Women in Business

45% of charities receive funding from Government

Pamela Sutton-Legaud CFRE

With all the current debate about the amount of funding governments provide to private and public schools, it made me think about about how much of our charities’ revenue comes from government. I revisited research by the ACNC (Australian Charities and NFP Commission) particularly the 2016 Charities Report  I was surprised to be reminded how much charities funding comes from government and in comparison, how little from individual donations.

In 2016, charity revenue totalled $142.8 billion with just one per cent of charities’ revenues accounting for well over half (54.9%) of the whole sector’s total revenue. This is perhaps surprising enough in itself.

Over 45% of charities received funding from government grants and 70% received income via donations and bequests however this latter source of income made up just 7.3% ($10.5b) of all revenue.  Government funding represented 43% of all revenue.

Apart from government grants, many charities stated that they received ‘other’ income and this was a significant proportion of their income (49.5%).  However, in the 2016 report this ‘other’ income wasn’t broken down but could include income from Trusts and foundations, income from raffles, lotteries and gaming, membership and other fees as well as sponsorship, interest, rental income and dividends received.

Much media, industry and community attention is paid to fundraising to solicit gifts from individuals while the amount is comparatively small compared with government and ‘other’ funding.  Should there be an even greater reliance on individual philanthropy? Should the focus shift or does government get a ‘cheap’ deal by funding charities to do work they would otherwise not do or could not afford to do? Should the government provide this level of funding to charities? Or should we expect charities to rely on charitable donations in order to deliver their goals? Something to think about .

Source: Data for the 2016 Charities Report comes from Australian charities registered with the Australian Charities and Not-for-profits Commission (ACNC) at the end of each charity’s 2016 financial year. Where financial information was not reported by charities it was estimated. Visit australiancharities.acnc.gov.au/ .

Business Strategy, Economy, leadership, life balance, Strategic Planning, Uncategorized

Everything is awesome! Or, what I learnt from the Lego movie

Pamela Sutton-Legaud CFRE

awesome

A 24 hour plane journey from Melbourne to London and a multitude of movies I would otherwise never watch led me to a memorable hour or so watching the new Lego Movie.  A bit of ‘The Matrix’ meets ‘Family Guy’ I thought and all was good. Then, darn it, something started happening. I started thinking that there were messages hidden in this ingenious cartoon creation that I could learn from.

Perhaps it was jetlag but I was getting intrigued. Was this the subtext that I’m told is always submerged for adults only that is apparently part of every feature-length animated movie these days? You tell me.

So if you don’t know the movie, the evil Businessman is trying to ensure that everything stays perfect for ever and that the world works according to his and only his plans.

Mostly Lego world is doing just that until a humble construction worker stumbles upon a great secret that will change the world. He is the chosen ‘Special’ one (getting the matrix metaphor yet?)

Up to now we see an almost automated world where everyone knows where they should be, what they should be doing and what song they should love the most hence: ‘Everything is awesome!’ Yes this song is very annoying but you can’t help singing along! (Try the video and you’ll see…)

So get on with the learnings you say!

1. Being creative does not mean being random and disorganised

As the ‘special’ becomes known to the underground Lego resistance (yes I said that) he gathers together his band of merry men and women and they try to fight the bad guy in their own individual ways which leads to chaos and almost disaster. Teamwork is the answer – creative teamwork.

2. A charismatic leader is not needed

The Special tries his best to be inspirational but as he’s never been much more than ordinary humble construction worker who has always followed the rules he doesn’t know how to be a leader in fact he doesn’t have any real ideas at all. This does not stop them.

3. We are all special.

The lonely guy Emmet (the Special) discovers that he’s sort of not really the special after all. But it doesn’t matter! He’s special in a way no-one else can be and in a way no-one else expected! Go figure!

4. Following the rules is not always bad

Our little anti-hero Emmet (the Special) encourages his gang to fight the badguys with their own rulebook and use  it in their own way, an unexpected tactic which means that they work together as a team and beat the villains at their own game.  This they do to great success.  But they still manage to use their individual skills and creative expression. One even gets to build a spaceship and he is very excited. But I digress.

5. Trying to make everything perfect (or awesome) is not always very much fun or very helpful.

We want to give people enough guidance to work in effective collaboration to achieve positive results but not so much that all freethinking is stifled and they become robots following orders.

6. Help me clarify my objectives, give me a set of tools and some guidelines and let me at it.

A wise advertising man once said: “Give me the freedom of a tight brief” and he wasn’t discussing his underwear. Clarity of goal and methodology is very useful if we allow for individual skills and ideas and if we accept that ideas we wouldn’t have thought of while different are not necessarily wrong and could even be exactly what we needed at that moment.

7. It’s only work right?

When we take it all too seriously it becomes onerous for everyone and no fun at all. When you think we’ll spend 1/3rd of our lives asleep and 1/3rd (or more) at work (I don’t recommend you do them at the same time) it makes sense to make it interesting, engaging and allow for use of our diverse and unique skills.  I mean in that way, everything may actually be awesome! Yay!

 

Thanks for your interest. I’m writing this from the International Fundraising Congress in Holland where I am meeting and hearing from many hugely inspirational people who have to work with incredibly complex rulebooks and still manage to be creative, highly effective and in some cases, very charming. So far no spaceships, but there is time.

Until next time.

 

 

Australia, Business Strategy, Corporate sponsorship, Economy, fundraising, Melbourne, Not for Profit Sector, partnerships, philanthropy, Uncategorized, Women in Business

What’s in a name? that which we call a Fundraiser by another name would it be as sweet?

Pamela Sutton-Legaud CFRE

Apologies to Shakespeare… But I’m pondering: Why do we call Fundraisers… well, Fundraisers?  Yes we do the action of raising funds … but that is so much only a part of the end result. What we do more than just raise dollars is build long term relationships and help philanthropists deliver on their own philanthropic goals.

In doing that we must do so much more that is often overlooked in the focus on the bottom line.

If you hire a Sales Person for your sales team, you want certain specific things from them in terms of meeting budget goals and building client relationships.  And clients hopefully are getting a product they want and need in exchange for their cash.

And yet a Fundraiser often must manage more than you’d expect from a sales person and it’s time we found a new description of this much misunderstood role. As a Fundraiser,  if you are to be successful in encouraging others to donate their time, talent and in particular treasure to an organisation, any fundraiser must learn an entire range of skills hidden in the term ‘fundraiser’ .

If you’ve ever met a great Fundraiser then you’d know that we are the sum of many parts. They are often good people managers, good financial managers, have a strong understanding of strategy: can take a helicopter view of a business to understand not just its financial needs but its priorities and urgencies.  They learn how to build long term relationships;  must learn how to recognise a philanthropist’s needs and goals and try to match them with their organisation’s needs and goals. It’s a tricky, sensitive business and one that takes maturity, knowledge and understanding of the role philanthropy plays in any non-profit business’s success.

Perhaps worrying about the title is a red herring. As with many things, it starts with the brief when a recruiter is starting to look for someone who can raise funds.

1. Forget the title: Look for relationship people – that is those who understand other people AND understand money and how it works within a business. 

2. Look for those who understand how to put together a strategic plan and can explain the organisation’s priorities to potential donors.

3. Look for those with a track record – yes, the bottom line does come into it, it’s just not the only thing.

4. Look for a link to your cause. Does the potential recruit really care about what you’re doing.

Just because I started this off looking at the title, I’d like to suggest a few alternative (nice) names for fundraisers:

Chief Relationship Officer; Strategic Prioritiser; Philanthropic Advancer, Bonding Adviser….

Perhaps the US has become more inventive – whatever we call them, fundraisers deliver a very valuable service to our non-profits and I believe it could be time we gave a higher recognition to their varied skills. They bring more to most organisations than just dollars. But as a ‘Strategic Prioritiser’ myself, perhaps I have a bias view. Over to you.