Winning Fundraising Team Daryl Upsall

National Conference for Fundraising in Ireland26 March 2009

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How to Build and Maintain a Winning Fundraising Team and Develop Key Skills

Daryl Upsall


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Speaker Background – Daryl Upsall

• 25 years working in NGOs• Worked in fundraising, campaigning and communication

in 40+ countries• Headed Greenpeace global fundraising for 8 years and

responsible for raising more than $1 billion for Greenpeace

• Director of 4 fundraising agencies in Spain (Telephone, Face to Face, Consulting, Corporate Fundraising) with over 300 staff

• Clients are mainly international NGOs and Spanish charities and 80% of Spanish fundraising NGOs

• Recruited and trained staff for NGOs in over 20 countries• Based in Madrid with clients in 12 countries and most of

the international HQ of INGOs and UN agencies


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Daryl Upsall Consulting International SLClient List - International HQs

• ActionAid International• Age Concern International• Blackbaud• CARE International• Charles Darwin Foundation• Christian Aid• Christian Blind Mission• Christian Children's Fund• Club de Madrid• Concern Worldwide• Covenant House/Casa Allianza• Deaf Child Worldwide• Drugs for Neglected Diseases Initiative (DNDi)• European Critical Care Foundation• Foundation Theodora• DARA Foundation• Global Reporting Initiative• Greenpeace International• Habitat for Humanity International• HelpAge International• International Deaf Children's Society• International Institute for Strategic Studies• Merlin

• MORI• MSF Access to Medicines Campaign• MarViva• Oak Foundation• Pew Environment Group• Red Cross (IFRC)• Save the Children International Alliance• Social Accountability International• SOS Kinderdorf International• The Antarctica Project• The Brooke• The Climate Group• The Global Fund• UN – Food and Agriculture Organisation• UNESCO• UNHCR• UNICEF• United Bible Society• World Association of Girl Guides and Girl

Scouts • WSPA• World Villages for Children• WWF International


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In this session

• International market research on salaries and staff motivations

• Key considerations when recruiting staff

• Importance of the right level of compensation

• Suggested best practice in recruitment process

• How to hold onto great fundraising staff


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Straw Poll1. Why did you join the sector?

2. How long have you been in your current post?

3. Who is really happy and fulfilled in their current role?

4. Is everyone happy with their salary and benefits?

5. Who is searching for new staff?

6. Anyone looking for a change?


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What qualities do you think are essential for being a top

fundraiser?


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Optimism

Optimismo


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Vision

Visión


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Passion

Pasión


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Innovation

Innovación


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Combination

Combinación

+


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Humour

Humor


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Why do we join the non-profit sector?


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Market ResearchData from UK, Canada/USA, International


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AFP Compensation StudyWhy join the sector?

Majority of respondents said it was:

1. to find more challenge or scope (37%)

2. it provided an opportunity to do more meaningful work (22%)


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UK - Fundraisers without a cause?

• 96% of respondents said they joined the charity sector to do more meaningful work

• little preference expressed for a specific cause


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UK - Why take up current post?

1. 51% because it offered more responsibility and a more interesting brief.

2. 42% joined their organisation because of its reputation

3. 34% moved to acquire a higher salary


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International Fundraising Congress Delegates Survey

Conference attended by fundraisers from 65 countries

Sample 137 – 20% response rate

46% Fundraising

33% Communications

34% in post under 1 year

29% with organisation under 1 year

31% with organisation over 4 years


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IFC - Why in current post?

1. More interesting (32%)

2. More responsibility (30%)

3. Values (26%)

4. Location (19%)


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Why Scottish Fundraisers join sector

Reason Number of respondents

Make a difference/commitment to cause 23

Had been a volunteer 5

The job/pay/conditions were attractive 15

Fell into it 5

Change of focus 10

Wanted to be a fundraiser 5

Career development 9

Job satisfaction 7

Variety 2

What was your reason for moving into the not for profit sector?

1st Scottish Salary Survey 2008


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So where do fundraisers come from?


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Where do fundraisers come from in theUK and Ireland?

• 49% stated that their previous post was in the commercial sector (UK)

• 13% were in the public sector before they took their previous post (UK)


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Where do fundraisers come from in the UK?

• In post for an average of three years.

• 69% had come to this post via the voluntary sector.

• 19% per cent had come from the private sector

• 10% cent from the public sector.

• 18% had previously held a different director level job –be it within fundraising or a different area.

• 46.5 per cent% entering the role of director of fundraising had been a promotion from a previous role as manager

or head of department.


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Canada - Where do fundraisers come from?

1. Public relations/marketing (23.5%)

2. Business (20.1%)

3. School/student (15.5 %)


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Where Scottish fundraisers come from

Occupation Number of respondents

HR 2

Forces 1

Commerce (SME) 5

Management 6

Administration 6

Financial Sector 3

Consultancy 3

Sales/Marketing/Advertising 24

Science and Technology 4

Civil Service 6

Education 2

Nursing 2

Hospitality 3

Straight from study 15

What did you do prior to working in the sector?

1st Scottish Salary Survey 2008


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Key Challenges in RecruitingTop Fundraising Staff Today


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Key Challenges in RecruitingFundraising Staff Today

• Global shortage of successfulexperienced fundraisers

• More competition from new NGOs andINGOs entering markets

• Increased focus on work/life/familybalance reducing mobility


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Key Challenges in RecruitingFundraising Staff Today

• Costs of relocating staff increasing

• Reluctance to relocate do due majorintenational city housing costs

• Larger charities and especially INGOsand UN agencies willing to pay for thebest staff...leaving others behind


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Challenges in RecruitingFundraising Staff

• Culture, arts and higher education in separatefundraising ghettos from main charity fundraisingsector

• Little movement of staff between arts, culture and higher education and vitually none with thecharity sector

• Big gap between experience of senior staff andnext level

• Market oversupply of direct marketing trainedfundraisers as the tool declines


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Key shortages in fundraisingstaff

• Major donor/capital campaign fundraisers at alllevels

• Senior experienced consultants with proventrack record especially in major gifts

• Development Directors with international trackrecord

• Higher education and cultural sector senior

fundraisers in Europe


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What about the money?...I mean salaries!


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Salary Levels• Do you know what the market is paying?

• Are your salaries competitive enough to get the right staff ?

• Can you offer a bonus or other incentives such as training, international work experience?

• What are you doing to make a job in your organisation especially attractive

• Have you looked for corporate seconded staff (esp. in a economic crisis)


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So what are fundraisers earning?


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Median Salary by Years Experience - Job: Program Coordinator, Non-Profit Organization (Ireland)


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Median Salary by City - Job: Program Coordinator, Non-Profit Organization (Ireland)


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Salaries in Irish Non-profit Sector

• The first survey of pay and benefits in Ireland’s community, voluntary and charitable organisations reveals a picture of a growing third sector with a high demand for professional skills.

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• Over 300 organisations participated in a survey commissioned by The Wheel


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High demand for skilled professionals in charity organisationsin Ireland

• Ireland’s community, voluntary and charitable organisations currently employ over 40,000 full-time and 23,000 part-time staff,

• Volunteers provide equivalent of a further 31,000 staff. • Sector contributes more than €2.5 billion to the economy (8.4% of

GDP)• Employs 8.8% of the work force.• 82% of the workers surveyed were female• 85% part-time workers. • 50% employees covered worked in the health sector • 30% in the survey are involved in development (including overseas

development) and housing activities.


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High demand for skilled professionals in charity organisationsin Ireland

• 23% of the organisations have experienced recruitment difficulties over the past 12 months.

• Main reasons stated are that they could not find the right people, or could not find the right skills.

• "The research also suggests that there is strong competition to recruit and retain staff not just within the non-profit sector but also with the commercial sector. sectors of the economy,” said Deirdre Garvey, CEO of The Wheel.”


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Scottish Salary Survey 2008

Occupation Scottish Salary level

UK (outside London)

Director of Fundraising £56,500 £54,000

Deputy Director of Fundraising £42,500 £40,110

Head of Fundraising £38,850 £39,480

Fundraising Manager £32,200 £35,441

Major Gift Fundraiser £29,800 £31,000

Corporate Fundraiser £29,200 £33,261

Alumni Fundraiser £27,500 £28,000

Regional/Community Fundraiser £27,100 £28,566

Events Fundraiser £26,500 £28,000

Trust Fundraiser £26,400 £26,700

Donor Development Fundraiser £24,100 £26,483

Fundraising Officer £24,000 £25,746

Fundraising Administrator £19,200 £20,180

What Scottish Fundraisers earn compared to other parts of the UK


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Scottish Salary Survey 2008Do you think your salary is competitive in comparison to other people

doing similar work in the sector?

Answer % of survey respondents

Yes 57.1%

No 20.2%

Don’t know 19.0%


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UK survey shows charity chief executive salaries are bucking the recession

• UK charity chief executives are now earning a median salary of nearly £60,000

• Over 8% more than in 2007

• Salaries for those heading the UK's largest charities remain firmly over the £100,000 mark

Association of Chief Executives of Voluntary Organisations (ACEVO). 12

November 2008


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UK growing gap in pay between women and men in CEO positions

• ACEVO 2008 Pay Survey shows that the median salary for female charity CEOs is £11,000 lower than the equivalent for their male counterparts.

• The gap appears to be widening, with salaries for men rising faster than for women.

• With the exception of women employed in organisations with an income of £150,000 - £250,000, the salaries of men in all organisation income bands are higher,

• Women less likely to hold chief executive positions in larger charities.

Association of Chief Executives of Voluntary Organisations (ACEVO). 12 November 2008


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The Professional Fundraising Directors of Fundraising survey - July 2008

• 127 respondents were directors of fundraising for a wide variety of charity organisations, universities, schools and arts and cultural organisations.

• The overall income of the organisations responding was £2.3bn, of which the respondents had raised £725m.

• The average salary bracket was between £40,000 and £50,000

• For every £1 they earned, they raised about £130.


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Size Matters Charity Pulse - July 2008

Size Annual income

Micro less than £1m

Small between £1m and 4.9m

Medium between £5m and £19.9m

Large between £20m and £99.9m

Super over £100m


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Size Matters Charity Pulse - July 2008


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UK –Salary and Benefits......what´s expected

• Market rate salary 95%

• Holidays 85%

• Flexible hours 80%

• Pension 76%


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UK - Good Cause versus the Good

Life?

• 50% suggested more holidays, a sabbatical after 5 years

• more flexible hours and working less days per week


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IFC High Achievers?How would they like to be rewarded?

Bonus 22%

More base pay 32%

“Thank you” 32%


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How to recruit great staff


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Organizational readiness

• Is your human resources department up to the job?

• Are your internal documents up to date such e.g. job descriptions, organigram, key vision and strategy papers?

• Do you have a recruitment panel with the right skills and dates blocked for the process?

• Do you have internal recruitment procedures that need to be followed?

• Have you surveyed the marketplace relating to the post?

• Do you need external help from a headhunting agency?


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Internal stakeholders and decision makers

• Who is involved in deciding to create or replace a post? Does the Board need to be involved?

• Is there a union or works council role?

• Are there gender/race priorities to be met?

• Is the budget for the hire costs and salary/benefits approved?

• What about the team they are to manage?

• Who makes the final decision? Is here or at the national/international HQ?


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Job Design

First questions:

1. Why is the job or role being set up?

2. What is it intended to achieve?

3. How does it contribute to the organisations goals?


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Job reality check

• It makes sense

• Has a purpose and makes a clear contribution to the organisation

• Requires complementary skills so can be done by a flawed human being

• Gives scope for growth and skill enhancement

• Will give holder satisfaction and a sense of achievement


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Considerations in Salary Setting

• Non-profit sector salaries within the country (or within international) and market supply and demand

• Sector within non profit e.g. health, advocacy, overseas development, education

• Location of post (e.g. in capital city or depressed rural area, length of commute)

• Size of organisation (staff and income)

• Size of challenge – expectation of staff


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Salaries, benefits and contracts

• Salary meets the market expectation for the post

• Number of years experience in fundraising required

• In line with internal salary structures or an agreement to go outside them

• Are your employment contracts and salary/benefits, relocation package etc up to date?


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Considerations in Salary Setting

• Reputation/status of organisation

• Other perceived benefits (e.g. international travel opportunities)

• Internal culture & stakeholder roadblocks (from staff, management, Board, members, clients , funders)

• Expectation of post-holder to make a big life change (egchange country/move family)

• Public relations and communications impact of being seen to pay “excessive salaries”


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The value and reward of training

‘An investment in knowledge always pays the best interest.’

Benjamin Franklin


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Recruitment Methods

• Internal Promotion

• Internal Announcement

• Press Advertising

• Internet – recruitment sites/NGO sites

• Email – recruitment/list serves/viral marketing

• Networking

• Headhunting


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Reduce the volume - increase the quality

• ONLY accept applications via email

• Many non-profits are proud that they receive 200-300 applicants….not! it’s a sign of failure

• A well focused search using some or all of the tools should generate no more that 20 “real candidates”

• From this you should find 6 for full interview and testing


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Decision making criteria at each stage

• Always work from an agreed job description and person specification

• Be clear at all times that successful candidates MUST meet the criteria

• Use scoring system with points and make sure all the panel use it in short-listing and interviews


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Longlisting

• Create a matrix

• Work via email with the longlisting panel

• Only include those that that meet ALL the essential criteria

• Try to rank order them using a matrix


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Shortlisting

• Interview EVERY candidate on the long-list in person or to save resources by phone.

• Verify the seriousness of their application

• Make sure that there are no personal, legal or family problems with moving/relocating

• Verify their claims regarding previous career

• Find out what their concerns are


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Interviews – Different Types

• One to one• Panel interviews• Structured interviews• Competency based interviews• Focused interviews• Behavioural event interviews• Situational interviews• Informal interviews• Final interviews


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“The interview”, tests, presentations…

Final Interview – Tests and Presentations

• In tray exercise

• Group role play

• Presentation on organisation related theme

• Decide on use of PowerPoint or not

• Psychometric tests


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To test or not to test

• Psychometric tests – useful if complex relationships, change or conflict are involved

• In tray exercises – good for time management

• 10 mins presentation – good for measuring communication and some strategic skills


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Background Refences – Why takethem?

• To make sure that you are making theright hire

• To verify interview claims

• To check out potential areas ofweakness


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Follow up

• Be sure to make sure the candidate (and panel) know the post interview decision making process and timetable

• Make decision with panel on time

• Inform the unsuccessful candidates and let them have some feedback

• Take up formal references


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Follow up and the offer

• Make formal offer –subject to contract

• Clarify all outstanding issues before signing formal contract

• Inform staff, key stakeholders and where appropriate agree media strategy with candidate to announce the appointment


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Motivating and KeepingYour Staff


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These INGOs are looking for the best staff In Ireland too!


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Once you’ve got brilliant staff –keep them!

• Involve them in all aspects of the organisation

• Let them know how they are doing

• Offer training/development

• Play to strengths


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Induction and training

• Arrange a full induction across the organisation esp. in the program area

• Make sure that there are key criteria for the probation period and these are followed through on

• Develop a training program tailored to their and your needs

• Ensure that they have a clear annual review and performance assessment program in place


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International Fundraising Congress - Why Fundraisers Leave Their Jobs?

First choice: More challenge 45%

Second choice: More pay 30%

Third choice: Bad management 23%

Fourth choice: No training 24%


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AFP Compensation Study– Reasons for leaving job

• To earn a higher salary (37 % for U.S. and 39 % for Canada)

• Frustration with the work environment (27 % for U.S. and 26% for Canada)

• Greater opportunities for career advancement elsewhere (24% U.S. and 28% of Canada)


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Main causes of dissatisfaction for professional fundraisers

• “Insufficient staff personnel in team”

• “Leadership unappreciative of fundraising”

• “Competition from other assigned duties”

Sounds familiar in Ireland?

Source: AFP Compensation Study 2006 Summary Highlights


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Size matters


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Charity Pulse annual voluntary sector-wide staff satisfaction survey

• Small charities: with under 50 staff

• Medium-sized charities: with 51 - 200 staff

• Large charities: with over 201 staff

With this new data to hand, where should charity leaders be focussing their attention to improve their staff satisfaction, motivation and retention?


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The aim of the research is to build up a picture of working life in charities and help to raise the standard of people management in the sector.

Survey asks charity workers questions about:• work/life balance• quality of internal communications in their organisation• effectiveness of their management• their views on development, reward and loyalty• over 1000 charity people taking part, representing 181

charities.• 2008 report focuses on the effect of a charity’s size on

staff satisfaction


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• People working for medium-sized charities responded more favourably to virtually every oneof the 42 questions we asked in the Charity Pulse survey.

• Small can be beautiful, fleet of foot and full of passion - but poor systems and a lack of resources can increase workplace stress.

• Medium sized charities are the best ones to work for.


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• Large charities have the brand reputation to attract plenty of funding and the ability to recruit and reward the best staff.

• But bureaucracy and the politics that can drive staff crazy

• Medium-sized charities have the best of both worlds, combining good working relationships with effective policies and systems.


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Workload

Small charity staff feel under the most pressure with their workload


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Work/life balance

medium-sized charity workers still fared the best


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Work Flexibility

Larger charities failing to offer the same levels of flexibility as small and medium ones


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Small charities – staff retention and motivation

Small charities have the most pressure on resources, but also have the opportunity to capitalise on close and effective working relationships.

Priorities for action:• Ensure that work objectives are not achieved at the

expense of manager-staff relationships• Explore cost-effective ways to support staff training and

development• Review the effectiveness of the senior management

team (or equivalent)• Uncover any management or organisational issues are

that are hastening staff departures


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Medium-sized charities

Medium sized charities have the best of both worlds -the challenge is to maintain effective working practices as their organisations grow.

Priorities for action:

• Ensure that managers are rewarded for good people management

• Establish - or reinforce - good internal communication systems

• Monitor staff satisfaction to pick up any early signs of discontent


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Large charities

Large charities have the most complex organisational issues, but also have more options for how they use their resources.

Priorities for action:

• Be open to new ideas on flexible working

• Explore new ways of helping senior managers keep in touch with staff views and work

• Review the effectiveness of the senior management team

• Uncover any management or organisational issues are that are hastening staff departures


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Keeping good staff in a downturn – Institute of Directors (UK)

Talk with your staff

• People join organisations but leave managers, so the relationship between managers and staff is extremely important,“

• Make sure you speak regularly about each employee's workload and give constructive assistance, especially if they feel demotivated.

• Staff are also likely to appreciate being invited to contribute towards plans to survive the downturn.

• Have meetings where people can voice concerns or make suggestions

• Communication is crucial. Unless you talk to your staff, you won't know what they think or want


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The value and reward of training

‘An investment in knowledge always pays the best interest.’

Benjamin Franklin


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Career development

• A major reason people leave their jobs is to move into a more prestigious role elsewhere.

• Offering ambitious people challenging, interesting roles with clear career development will increase the likelihood that they will stay.

• "Involve people in different areas of the organisation and include them in key projects.

• Whether people stay at an organisation is not always based on salary - variety and job satisfaction are equally important


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Training and Support is Key to Retaining Staff


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Professional development

• Professional development opportunities are critical to staff motivation and retention

• Charities are shown to be lacking is in internal support networks, with many respondents disagreeing that they have access to such networks than on any other question.

• Few directors of fundraising had access to a mentor.

• Charities would be advised to consider introducing a mentoring scheme to senior fundraising staff


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More Mentoring is needed


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Greater Networking


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A range of perks

• Reward is critical, however. You may not be able to offer pay rises, but there are ways to give employees a reason to stay.

• Flexible working arrangements can be a powerful incentive to stay, not least because it can save your employee travel costs.

• But flexible working can also enable you to keep staff you mightotherwise have to make redundant.

• If you want to survive the recession and hang on to your best staff, you need to take their needs into account without compromising your organisations long-term financial health.


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Scottish Salary Survey 2008What additional benefits are included in your salary package?

Answer % of survey respondents

Employer pension 30.8%

Private health care 2.7%

Dental care and/or eye tests 2.7%

Life Insurance 5.0%

Extra holiday in addition to the usual 20/25 days 12.9%

Company car or car allowance 7.8%

Cycle2Work scheme 4.1%


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Conclusion

• People work best when they feel good about themselves

• When they are enjoying their work, feeling motivated and appreciated.

• They don’t work best when they feel stressed over-worked and over-looked.

• Healthy people create healthy organisations


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Expert advice for your team

“Create and maintain an environment where creativity and innovation can flourish, where inspiration and aspiration are normal and where excellence is recognised and rewarded.”

Ken Burnett, International Fundraising Guru, and former International Chair of ActionAid International


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Thank you

Any questions?


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Gracias


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Calle Caleruega 67 Piso 2

Madrid 28033

Spain

Tel: +34 91 829 0772

Mob: +34 647 450 194

Fax: +34 91 302 0214

Email: [email protected]

Web: www.darylupsall.com

Winning Fundraising Team Daryl Upsall

Career

Transcript of Winning Fundraising Team Daryl Upsall