Training

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Training is all about getting your staff and volunteers the skills they need in order to be most effective for your organisation. Scroll down to read case studies of how my training has helped organisation in the past, or skip straight to an overview of training packages. If you can't see what you need, drop me line to discuss bespoke packages: This email address is being protected from spambots. You need JavaScript enabled to view it. / +44 .79640 46618

 

 

training fundraising sept 2010 6RwandaTraining

 

 

CASE STUDIES

 

"Thanks for a wonderful training workshop. We were all very impressed at your style of teaching and most importantly the knowledge imparted upon us. We would definitely recommend it to new starters such as ourselves." - Liesel Angel Trust

 

Training doesn't need to be boring, people don't learn if it is. I exercise highly participatory approaches to all of my training workshops, getting people to draw from their own experiences, discuss ideas and ask questions. Some examples of training I have undertaken include:

 

CASE STUDY ONE: STRATEGIC PLANNING

 

A children's cancer charity in London wanted to develop their first three-year strategic plan, but they had no previous experience of project development or fundraising.
 
What we did: Working with a group of ten trustees and volunteers, we split the day into three sections. The first part involved practical exercises to explore the state of the organisation, because it's only once you know where you are that you can plan where you're going. This included a SWOT analysis and resource inventory. The second part of the day involved PowerPoint presentations about the Voluntary Sector and the theory of fundraising, which led into exercises to decide whether potential activities would be likely to find funding and be sustainable. The final part of the day, after lunch, was about developing project ideas further, over a three-year timeframe, so that the organisation had a clear vision of where it wanted to be and how each activity might help to achieve that vision.
 
What they learned: SMART project planning, sustainable project development, how project funding works and which sources of income might be available, how to make an organisation financially stable, how to review an organisational strategy, its Gantt charts and logframes.
 
What next?: The organisation now has a three-year strategic document with clearly defined outcomes and timeframes. They are putting together their first major funding project with a local hospital, which looks set to be both SMART and financially sustainable.
 
 
CASE STUDY TWO: ANTI-CORRUPTION
 
As part of a wider training project, a disability group in Armenia took part in an anti-corruption workshop. We are all familiar with the consequences that large scale corruption can cause at governmental level, but this workshop sought to highlight the problems of grassroots corruption on community organisations.
 
What we did: In a group of fifteen heads of organisations, we used lengths of string to show the bonds of trust that existed between colleagues. Each person, with three lengths of string, handed the ends of those pieces of string to the people they worked most closely with on a regular basis. The sting formed a web of collaboration between the oprganisations. Next, we played a game where the members formed departments within a charity. They had been granted three years of funding, but during each funding round some of the money disappeared. This meant that by the final round the only way to complete the project was to close one of the departments, making friends and colleagues redundant. Because each department had been positioned in a different room, it was impossible to know who had taken the money or why. When we reconstructed the web of strings at the end of the game, and people were asked to let go of strings connecting them with people they could no longer trust, it looked more like a pile of spaghetti.
 
What they learned: That small-scale corruption can be just as damaging to grassroots organisations as corruption further up the chain; that the reasons for corruption are not always black and white, right or wrong; that it is difficult for people working closely together to make accusations of corruption, because the implications can be severe within close-knit communities; that mistrust can greatly affect the efficiency of an organisation
 
What next?: Corruption is always a difficult subject to broach, but making a game of it allowed people to discuss the topic more openly and ask questions they might not otherwise have felt confident enough to ask. Having this extra awareness led the organisations to consider how they might implement policies to safeguard finances, remove temptation and opportunity from the workplace, and encourage people to report their concerns with regard to small-scale corruption.
 
 
CASE STUDY THREE: VOLUNTEER MANAGEMENT
 
A community group in England were having trouble recruiting and retaining volunteers.
 
What we did: Through a mixture of brief presentations, discussions, and group activities we looked at the reasons that people volunteer, and examined in detail why their organisation wanted to recruit volunteers. Through doing this, we identified different categories of volunteer, from 'general volunteers' to 'expert short-term' volunteers. We could then match the type of volunteer to the tasks the organisation wanted to achieve, as well as working out clear benefits that might entice volunteers to remain in their post until a project was completed. A template was used to draw up specific volunteer roles, and further resources were offered as to where to advertise for volunteers and how to conduct effective volunteer reviews.
 
What they learned: How the cycle of expectation affects both volunteers and staff; how do draw up specific volunteering roles and where to advertise them; different personality types and how these might be managed within the work environment; how to calculate the financial benefit of volunteers to an organisation, and how this helps with funding applications; what you can and can't ask a volunteer to do; how to get the most out of volunteers and how to monitor their impact
 
What next?: The organisation did not have a lot of money, and relied on volunteers to help with most tasks. Now that they have clearly defined volunteer roles, they have moved away from the traditional concept of accepting any help offered and more towards short-term, high-impact volunteering, helping to achieve their goals and drive their strategy forward. Volunteer turn-around is lower because volunteers with a clear purpose and rewards are less likely to get bored.
 
 
 

 

 

 

 

 

 

 TRAINING PACKAGES

 
Most training packages can be delivered in one day anywhere in the UK. A typical training workshop runs from  09:30-16:30 and costs £350 including VAT, but excluding transport and accommodation. The Strategy Workshop costs £600, or £450 for organisations under £20,000. Training titles with an asterisk beside them can also be delivered as mentoring packages via Skype, usually over a series of evenings to suit the learner, at a cost of £250. For overseas prices, or for bespoke packages, please e-mail me for a quote: This email address is being protected from spambots. You need JavaScript enabled to view it.
 

At a glance: Introduction to the Voluntary Sector, Trusts: Making Your Money Count, Trustee Efficiency, Strategy Development Workshop, Theory of Fundraising, Diverse Fundraising Methods, Impact Monitoring & Evaluation, Volunteer Management, Social Media Management, Transparency & Anti-corruption

 

 

 

INTRODUCTION TO THE VOLUNTARY SECTOR

With the increase in Community Interest Companies and Social Entrepreneurs, more people from business backgrounds are joining the Voluntary Sector for the first time. Frustrations can arise with a difference in approach to social problems, and in understanding the language used by the Voluntary Sector. This session offers a crash course in:

  • The background of the Voluntary Sector in the UK and overseas
  • The language and terminology of the Voluntary Sector
  • Where the Private Sector and Voluntary Sectors collaborate and conflict
  • How the Voluntary Sector is funded and how projects are developed

 

TRUSTS: MAKING YOUR MONEY COUNT

Competition for funding is higher than ever before, and the current economic climate means there's extra pressure to account for spending. It can often be difficult to know whether the money you invest in a project will lead to success, especially when dealing with new organisations. This training day is specifically aimed at helping grant-makers to assess applications with greater confidence. It also provides a charity-eye view of how organisations arrive at their projects and budgets, and some of the oversights that can result in a weaker success rate.

  • Analysing previous success and non-success rates
  • Understanding how community organisations and charities develop their proposals
  • How to identify strong projects and define risk
  • Tools for monitoring partner impact and success

 

TRUSTEE EFFICIENCY

Being a trustee carries weighty responsibility, whether your organisation is a small community group turning over a few thousand a year, or a large international one turning over a few million, the Board of Trustees or Directors carry the burden of accountability and public trust. Lack of time, differences of opinion, or simple confusions can sometimes cause things to grind to a halt. An ineffectual or inefficient Board can also cause big headaches for the staff and volunteers of that organisation. This workshop aims to prevent organisations from hitting that wobble by addressing common and previously identified problems, and by helping to develop a culture of best practice amongst serving and future Board members.

  • Understanding effective and infective boards, and their impact on others
  • Establishing effective meetings and efficient communications
  • Staying abreast of technology and reducing your workload
  • Tools for dealing with personalities and problems

 

STRATEGY DEVELOPMENT WORKSHOP

This is an intensive, highly participatory workshop for both old and new organisations. It aims to bring together volunteers, staff, and trustees to develop an organisation's Three-year Strategic Document. For new organisations, this can begin from scratch and result in their first three-year strategy. For established organisations, this can involve a complete review and update of their current strategy.

  • SMART approach to defining aims and actions
  • Thinking strategically, being creative about the future, monitoring progress
  • Valuing your organisation and developing sustainability
  • Six hours of post-workshop support in finalising your strategy

 

THEORY OF FUNDRAISING   *  

This looks at the origins of charity, and how traditional fundraising methods can lead to problems in today's modern world. It moves from top-down approaches and aid dependency towards bottom-up project design and sustainability cycles, including ways of using restricted income to generate unrestricted reserves. This is a good next step for organisations who wish to make themselves more attractive to donors and build their financial reserves.

  • Introduction to the traditional and modern concepts of fundraising
  • Avoiding aid dependency
  • Developing sustainability
  • Valuing an organisation's resources as match and in-kind funding

 

DIVERSE FUNDRAISING METHODS   *   

This is a tour de force of different fundraising methods including Community Fundraising, Corporate Support, Membership, Merchandising, Knowledge Markets, Income Generation, Legacies, Statutory Tenders  and Trust Applications. The key aim is to analyse the organisation's current funding streams and consider any other areas that might be capitalised upon to ensure greater financial stability.

  • Balancing restricted and unrestricted income
  • Increasing unrestricted income
  • Developing diverse fundraising methods
  • Top tips for successful fundraising

 

IMPACT MONITORING & EVALUATION

Drawing from your organisation's projects and experience, this workshop gets people to roll up their sleeves and put on their investigative hats. It teaches basic techniques for collecting and analysing data, engaging with stakeholders, weeding out bias, and presenting balanced findings with a view to making better decisions. By the end of the day everyone should have a much better grasp on how to monitor and evaluate impact, backed up with practical experience, resulting in a basic M&E system for improving decision making within the organisation.

  • Introduction to qualitative and quantitative research methods
  • Survey design and stakeholder engagement
  • Implementing M&E in project design and office culture
  • How to use stats to impress donors

 

VOLUNTEER MANAGEMENT   *   

An article by David Eisner in March 2009 suggested that $38 billion was lost to the US Voluntary Sector each year from volunteers leaving charities. This training looks at ways of creating a healthy volunteering environment and making the most of volunteer time. It also offers practical solutions to high turnover and dealing with those 'tricky' situations.

  • Calculating volunteer worth to your organisation
  • Creating a volunteer-friendly environment
  • Effective volunteer roles, recruitment, and monitoring
  • Dealing with personality clashes and difficult volunteers

 

SOCIAL MEDIA MANAGEMENT   *   

What's an organisation today without a Facebook, Twitter, and YouTube account? Not to mention your website forum, your iPhone apps, and your blog? But all of this technology can be easy to lose track of and hard to keep updated. This training day looks at how to reap the benefits of social media for your organisation, without letting it drain your time and resources.

  • Overview of Social Media tools, what you need and what you don't
  • Time management, effective use, assessing reach
  • Using Social Media for stakeholder engagement
  • Protecting public image and upholding privacy

 
TRANSPARENCY & ANTI-CORRUPTION  

This workshop was originally an anti-corruption workshop aimed at NGOs in countries where this is a particular problem. Whereas it can still be delivered as such, it has also been adapted for UK charities who wish to achieve greater transparency and accountability. It helps to explore methods of making your organisation more open and accountable, as well as the benefits this brings. It also looks at ways of safeguarding your organisation against fraud and corruption.

  • Exploring the effect of poor accountability on morale, on donors, and on the public
  • Evaluating the transparency of your organisation
  • Tools for increasing transparency and accountability
  • Safeguarding against fraud, corruption and bad PR

Consultant with eleven years' experience of working with NGOs and governing bodies in the UK, Africa and Eastern Europe.

Knowhow Nonprofit's 'Good Egg' of 2011

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Project Development ~ Research Processes ~ Strategic Analysis

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