In order to successfully employ a fundraising consultant, it is important to understand what one is and what he or she can do for an organisation. According to the Oxford Modern English Dictionary, a consultant is 'a person providing professional advice for a fee'.
This is quite different from a professional fundraiser who by the definition of the Charities Act 1992 (Section 58(1)) is, 'any person who carries on a fundraising business who for reward solicits money or other property for the benefit of a charitable institution'.
So a consultant may be a fundraiser by profession but is only a professional fundraiser (under the terms of the Charities Act) if they directly ask for money on behalf of the charitable institution.
Type 1 are individuals who are involved in consultancy as a part-time occupation (either in between jobs, on retirement or as a supplement to their other, usually full-time, job). Type 1 consultants are usually members of Institute of Fundraising but many are not.
Type 2 are sole-traders, firms and businesses that may not be VAT registered. Type 2 consultants are often members of the Institute of Fundraising and qualify for membership of the Consultants' Group
Fundraising consultants undertake a wide range of work. However, the most common types undertaken include:
Fundraising audits and reviews Fundraising strategies Creating or improving the Case for Support Development of specific programmes (such as charitable trust, donor, legacy or corporate) Appeal and event management Research Recruitment of fundraising staff Training programmes for Trustees, staff and volunteers IT strategy and development Database design and management Crisis management Feasibility studies Big gift campaigns
Why employ a Fundraising Consultant?
On occasions, outside help may be needed. Before engaging such help, focus on ask the following questions:
Does the organisation have the skills required for the task? Does the organisation have the time? Can a consultant produce what is required more cost effectively? Does the organisation need an impartial view to assist with the development of its fundraising?
The answer to any or all of the above questions may be to employ a fundraising consultant who can fulfil any or all of the following roles:
Expert Independent observer Facilitator Manager Non-managerial supervisor (to an individual or a fundraising team) Advocate Trainer Assessor Problem solver Planner Influencer Enabler
A fundraising consultant may be:
A knowledgeable and skilled professional Someone with particular specialisms or expertise Informed about trends and activities
A fundraising consultant may not be:
A magician with a raft of funders in their back pocket The fount of all knowledge
Steps to employing a fundraising consultant
There are two key elements to employing a fundraising consultant:
1. Choosing the consultant. 2. Agreeing a contract with that consultant.
The steps to employing a fundraising consultant successfully are:
1. Be clear about what the consultant is required for. If possible, write a brief with specific aims and objectives. 2. Identify the consultant(s) to approach. 3. Make initial contact and request details. 4. Assess details for the most appropriate consultant(s) or consultancy. 5. Hold exploratory meetings. 6. Invite selected consultant(s) to submit proposal/tender. 7. Interview consultant(s). 8. Make a choice.
Agreeing a contract
The requirements of a contract of employment include:
1. A brief for the work to be carried out or service provided. 2. Fees to be paid.
Fees can range from £150 £2,000 per day. The fee level should reflect expertise, track-record (not the overheads of the consultancy) and the difficulty or complexity of the work required. The greater the level of expertise and longer the track-record, the higher the fee will be.
Fees in the form of commission are to be avoided. They may be a disincentive to donors and not reflect the service to be provided by the consultant. It also may encourage organisations and their Trustees to neglect their primary responsibility for its financial health. This includes any fundraising activity.
3. Any reasonable and agreed expenses and other on-costs. 4. Methods of payment. 5. Length of contract. 6. Arrangements for review or termination of the contract. 7. A confidentiality clause.
Conclusion
Fundraising consultancy does not always run smoothly. However, there must be a commitment by the organisation to work with the consultant. It is important to inform the consultant of events that may impact upon their work. It is imperative to discuss with the consultant anything that the client is unhappy about. A small problem can grow into a major crisis if not dealt with swiftly.
However, at the end of the day, the purpose of fundraising consultancy is to enable any organisation to move forward with confidence to provide the best possible service to those who need and deserve it.
Type 1 are individuals who are involved in consultancy as a part-time occupation (either in between jobs, on retirement or as a supplement to their other, usually full-time, job). Type 1 consultants are usually members of Institute of Fundraising but many are not.
