National Occupational Standards for Fundraising - Skills - Third Sector

SFT F1Assist with planning fundraising activityOverviewThis standard is about assisting the work of fundraisers as they develop afundraising plan. This could concern a specific fundraising project or coverfundraising activities more generally. You will need to support the fundraisingplanning process, which may include identifying potential sources of fundingand resources. You will need to present information in the format agreed withthe relevant person and review the information you have collected in order tocontribute your own suggestions to the fundraising plan.You must confirm the scope of your work and identify the deadlines that youwill need to work to with the relevant person.This standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaYou must be able to: P1 confirm the scope and deadlines for your tasks with the relevant personP2 plan and prioritise your workload in consultation with the relevantpersonP3 identify sources of potential funding and resources as directed by therelevant personP4 identify and review relevant sources of fundraising informationP5 use the most appropriate sources of information to ensure they arerelevant and up to dateP6 record all sources of information and store this with the results of yourresearchP7 present the material in a format that meets the needs of the targetaudienceP8 provide information from your findings to the relevant person to informfundraising planningP9 seek advice whenever necessary in order to complete your assignedtasks in line with organisational requirements3 | P a g e

SFT F2Assist with fundraising implementationOverviewThis standard is about assisting other fundraisers in the implementation offundraising activities. You will therefore be helping others to raise funds andresources and this may be in a wide variety of different ways. To do so you willneed to clarify your own tasks with the relevant person and ensure that you canreport on progress as requested. You must also report any problems that occurwhen undertaking your tasks, as well as agree suitable solutions with therelevant person.You must be able to evaluate the success of the activity as a whole and yourown contribution to that activity.This standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaYou must be able to: P1 clarify your tasks, responsibilities and the time that is available for youto complete these tasks with the person you are supportingP2 seek feedback about similar activities that have been completed in thepast to inform your workP3 plan and prioritise your workload in consultation with the relevantpersonP4 clarify the aims of the fundraising activity and how your tasks fit into theactivity as a wholeP5 plan and coordinate the availability of resources where they arerequired to support fundraising activityP6 provide reports of your progress at the times agreed and in the formatrequired by the relevant personP7 identify any problems within and outside the scope of your role andcommunicate the details to the relevant person in line withorganisational requirementsP8 agree any variations that might be necessary to your tasks with therelevant personP9 monitor the success of your work and, at the conclusion of thefundraising activity, review its success with the relevant person5 | P a g e

SFT F3Contribute to the development of relationships with supportersOverviewWhen working in fundraising it is vital that the opportunity to make contacts andbuild up a solid base of support is maximised. You will therefore need to ensurethat your own conduct, including answering the phone, communicating by e-mail or meeting with supporters face-to-face, contributes to acquiring,maintaining and enhancing relationships with supporters and prospects.You must also ensure that you present a positive image of your organisation inany contact you have with supporters and are sensitive to their needs andrequirements, recording these as appropriate.This standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaYou must be able to: P1 present yourself, your colleagues and your organisation professionallywhen dealing with existing and potential supporters, in line withorganisational requirementsP2 respond to all supporter communication within agreed timescales andin line with organisational requirementsP3 provide accurate and up to date information in line with organisationalrequirementsP4 record any changes required to the contact details for supporters in linewith organisational requirementsP5 record any changes required to the communication preferences ofsupporters in line with organisational requirementsP6 record individual data protection preferences in line with organisationalrequirementsP7 record your work in a format agreed with the relevant personP8 research and draft information to assist in communications with existingand potential supporters as agreed with the relevant personP9 present your work to the relevant person for their approvalP10 evaluate feedback received on your work for future improvement7 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8the aims, ethics, culture, past history and mission of your organisationthe relevant person to clarify and agree the tasks that you are requiredto carry outany special needs that supporters may have, why it is important to takeaccount of special needs and how to do sohow to maintain clear and accessible records of supporterssuitable methods of communicating information to existing andpotential supporterswhy people support the organisation and what motivates them toprovide such supportthe operation of other departments and the importance of internalcommunication and co-operationwhy it is important to seek feedback from supporters to inform futurefundraising activityYou need to know andunderstand:Sector SpecificK9K10K11K12K13the common enquiries that fundraisers receive, the types of informationthat you need to provide and how to get access to such informationhow to contribute to the preparation of effective and informativefundraising communicationsthe Fundraising Code of Practice and how it should influence how youdeal with various categories of supporterthe work of the Fundraising Standards Board and your organisation'sprocedures for dealing with all feedback, including any complaintsthe principles of data protection and your organisation's procedures forrecording individual preferencesGeneralYou need to know andunderstand:K14K15K16K17how to plan and prioritise your workload in consultation with relevantpersonshow to deal with enquiries politely and promptlythe importance of evaluating feedback received on your work andadjusting your approach accordinglyhow to use information technology to manage relationships and storeinformation8 | P a g e

Additional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.9 | P a g e

SFT F4Use your communication skills to support the work of fundraisersOverviewThis standard is about using the full range of communication skills to supportthe work of fundraisers. It involves participating in meetings, contributing todiscussions in the relevant medium and dealing with requests for informationfrom members of your team and others working in your organisation. You willneed to demonstrate that you can also communicate effectively with individualsoutside your organisation as you fulfil your fundraising role. These may besupporters, but they may also be individuals working for other organisations.You will need to demonstrate that you can handle any enquiries you receivepromptly and effectively, passing on information to the relevant person clearlyand accurately. You will also be required to show you can respond to anyenquiries in a polite and sensitive manner.There are two elements1 Contribute to discussions within fundraising2 Handle fundraising enquiries from othersThis standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaContribute to discussions within fundraisingYou must be able to:P1P2P3P4P5P6listen carefully to others, identify their intentions and check that youunderstand them correctlymake contributions that help the discussion achieve its objectivesadapt your contribution using accepted protocols to suit the situationsupport the discussion with information that is accurate, relevant andup-to-daterecord the outcome of discussions and ensure that you are clear aboutwork that you might be required to undertake as a resultseek feedback on previous performance to help identify ways you canimprove your practiceYou must be able to:10 | P a g eHandle fundraising enquiriesP7P8P9P10confirm you have understood the nature of the enquiryfollow-up on the enquiry in line with organisational requirementsensure all communications regarding enquiries are recorded and:P9.1 contain relevant detailsP9.2 are accuraterefer the necessary details to the relevant person where further actionis required in line with organisational requirements

P11P12discuss and resolve any misunderstandings in communication with therelevant personfeedback details relating to the nature of fundraising enquiries intoreporting systems in line with organisational requirementsKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7the aims, ethics, culture, past history and mission of your organisationthe organisation's case for supportwho is the relevant person to instruct you and approve your workhow to speak to external persons and organisations in a mannerapproved by the relevant personthe information you are required to collect from people makingenquirieshow to record that information and when to pass on the enquiry to therelevant personthe importance of ensuring that the urgency of the enquiry is indicatedto the relevant personYou need to know andunderstandSector specificK8K9K10the variances when dealing with different categories of supporterthe work of the Fundraising Standards Board and your organisation'sprocedures for dealing with all enquiries, including any complaintsthe principles of data protection and your organisation's procedures forrecording individual preferencesGeneralYou need to know andunderstandK11K12how to use active listening techniquesuse accepted protocols for different methods of communication11 | P a g e

Additional InformationGlossaryActive listening techniques refer to a heightened awareness of listening,using relevant communication skills to take note of all verbal and non-verbalinformation that the other person demonstrates when communicating.Accepted protocols for different methods of communication refers to thedifferences in what is acceptable etiquette within your organisation and in thewider context in terms of face to face conversations, written letters, telephonecontact, e-mail or other digital communication methods.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.12 | P a g e

SFT F5Support the work of your fundraising teamOverviewThis standard is about working effectively within a team and helping to improvethe team's work as well as responding positively to feedback on your workwithin the team. The team in this standard could include people working at alower, higher or the same level as you and include volunteers or paid staff.There are two elements1 Work effectively with other team members2 Help to improve the work of your teamThis standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaWork effectively with other team membersYou must be able to:P1P2P3P4P5P6P7P8communicate with other team members, checking that you have madeyour meaning clearwork in a way that supports the work of other team members, within thelimits of your job role and whilst being able to complete your own workon timepass on essential information to other team members as soon aspossiblecarry out any commitments you have made to other team members inline with organisational requirementsexplain to team members any circumstances that may prevent you frommeeting agreed commitmentsdevelop effective working relationships with other team membersidentify any problems with your working relationships and work withother team members to solve these problemsfollow your organisations procedures if there are problems with workingrelationships that you cannot resolve with your team membersYou must be able to:Help the work of your teamP9P10P11P12identify areas where your team could improve its worksuggest improvements in line with agreed proceduresmake suggestions for improvements at an appropriate time and placelisten to and respond to other team members' ideas about yoursuggestions in line with organisational protocols13 | P a g e

Knowledge andunderstandingYou need to know andunderstand:K1K2K3K4K5K6K7K8K9K10K11K12K13K14K15K16why effective team work is important and how you can contribute toyour team's effectivenessthe people who make up your team and how they contribute to theorganisation's workthe responsibilities of your team and why they are important to theorganisation as a wholethe aims and objectives of your organisationwhy it is important to communicate clearly and effectively withmembers of your team and how to do so via techniques such asK5.1 e-mailK5.2 face-to-faceK5.3 telephoneK5.4 writing short progress reports and notesthe limits of your job role and what you can and cannot do whenhelping members of your teamwhat you should do if helping a member of your team makes you fallbehind with your own workthe types of essential information that need to be passed ontomembers of your team and why you need to pass it on as soon aspossiblethe types of working relationships that help the team to work well andthe types of relationships that do nothow to deal with difficult working relationshipsthe procedures in your organisation to deal with conflictwhy it is important for teams and organisations to continue to improvethe way they workhow to look for and identify possible improvements at work and inworking relationshipshow to make suggestions in a constructive way that do not sound toocriticalthe appropriate time and place to make suggestions for improvementsin the way the team workswhy you should deal positively with team members' ideas about yoursuggestionsAdditional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and the InternationalStatement of Ethical Principles in Fundraising should be read alongside this NOS.14 | P a g e

SFT F6Receive and process donationsOverviewThis standard is about receiving and processing donations. Fast and accurateprocessing of donations received is a key element of supporter care, and thecreation and maintenance of accurate financial records is an essentialadministrative function in fundraising.You will need to understand and be able to use the systems and processesyour organisation has in place. Since much of the information will be sensitivein nature you will need to be accurate and maintain confidentiality.This standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaYou must be able to: P1 check and process incoming donations in line with organisationalrequirementsP2 record data protection preferences in line with organisational and legalrequirementsP3 issue an appropriate acknowledgement/thank you in line withorganisational requirementsP4 maintain security and confidentiality at all times in line withorganisational requirementsP5 notify the relevant person if you encounter any difficulties ordiscrepancies, in line with organisational requirementsP6 comply with legal requirements and codes of practiceP7 seek feedback on your performance to help identify ways you canimprove your practice15 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8K9K10the types of incoming payment that are handled regularly by yourorganisationyour organisation's procedures for processing donations and how touse the relevant parts of your organisation's databasewhat documentation needs to be completed for each form of gifthow to access and update existing donor recordshow to issue receipts/acknowledgements / thank you letters and whatprocesses to follow in doing sothe types of discrepancies that may occur and who you should reportthem tosources of information and advice within your organisationyour organisation's timescale standardsthe importance of security and confidentiality of information and how tomaintain thesethe limits of your own authority and what steps to take if any action fallsbeyond thisYou need to know andunderstand:Sector specificK11K12the impact of legislation and regulation on data amendment anddonation processing and where to seek information regarding theseissueshow tax-effective giving mechanisms functionAdditional InformationGlossaryA gift may be a donation, grant or bequest, given to support the work of anon-profit organisation.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.16 | P a g e

SFT F7Manage data to support fundraisingOverviewThis standard concerns the use and management of data to supportfundraising.In this standard you will need to show that you can use a range of sources,including digital channels, to search for and select fundraising information asrequired by the relevant person. This could include, for example, maintainingcontact with appropriate e-mail newsletters, briefings, blogs and networks toensure that you keep up to date on fundraising.You will also need to show that you can present data in the agreed formatusing information and communication technology. This standard is also aboutinputting information onto a database and maintaining that information.There are two elements1 Search for and present information2 Manage, store and update dataThis standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaYou must be able to:Search for and present informationP1 find and select the information you need to support fundraising activityusing a range of sources, as agreed with the relevant personP2 produce information in line with organisational requirementsP3 present information in a format appropriate to the needs of the end userManage, store and update dataYou must be able to:P4P5P6P7input information into a database in line with organisationalrequirementsupdate information on the database in line with organisationalrequirementscomply with data protection legislation and organisational policies andproceduresrespond to requests for information by relevant person using data forwhich you are responsible17 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7the aims, ethics, culture, past history and mission of your organisationthe relevant person to approve your workthe time and other resources at your disposalwhere and how to obtain suitable sources of information for fundraisingthat are relevant to your task and the work of your organisationhow to maintain contact and request updates from potentially suitablesources of informationthe appropriate names and files to use when saving documents andwhere to save such informationwhich users are permitted to view database informationSector specificYou need to know andunderstand:K8K9K10printed sources of fundraising information including professionalmagazines and journalsonline sources of fundraising informationforms of online information, includingK10.1 downloadsK10.2 newsgroupsK10.3 blogsK10.4 podcastsK10.5 relevant social networking sitesYou need to know andunderstand:GeneralK11K12K13K14the importance of maintaining an effective database and its potentialapplicationsthe data components that might be included in a database, includingK12.1 geographicK12.2 demographicK12.3 lifestyleK12.4 giving pattern datalegal and ethical requirements regarding the collection, storage anduse of information, particularly data protection legislationhow to present information clearly, consistently and in an appropriateformat18 | P a g e

Additional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.19 | P a g e

SFT F8Assist with fundraising reportingOverviewThis standard is about assisting other fundraisers in measuring and reportingon the results of fundraising activity. This could concern a specific fundraisingproject or cover fundraising activities more generally. It might also includeproviding feedback to external funders.You will need to research and collate financial and other data, and calculatesimple ratios with the aid of spreadsheet or database packages. You may alsoneed to include supporter feedback, details about the nature of enquiries andother non-financial information necessary to inform future fundraising practice.You will need to present the resulting information in the format agreed with therelevant person.You will need to clarify your own tasks and identify the deadlines that you willneed to work to with the relevant person.This standard is appropriate for people new to fundraising and those supportingfundraising activities in your organisation.PerformancecriteriaYou must be able to: P1 clarify your tasks and responsibilities with the person you aresupporting and the time available for you to complete your tasksP2 plan and prioritise your workload in consultation with relevant personsP3 understand the aim of the reporting process and how your tasks fit intothe process as a wholeP4 use the procedures and tools provided to facilitate fundraising reportingin your organisationP5 enter fundraising data from source documents in line withorganisational requirementsP6 maintain security and confidentiality in line with organisationalrequirementsP7 provide reports of your progress at the times agreed and in the formatrequired by the relevant personP8 notify the relevant person if you encounter any difficulties ordiscrepancies in line with organisational requirementsP9 agree any variations to your tasks with the relevant personP10 comply with legal requirements and codes of practice in line withorganisational requirements20 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7the detail of your tasks within the fundraising reporting processthe timescale within which your tasks must be completedyour organisation's procedures for fundraising reporting and how to usethe relevant database or spreadsheet toolssources of information and relevant people in the organisation you canask for advicethe importance of security and confidentiality of information and how tomaintain theseyour organisation's procedures for quality control and how to complywith thesewhy it is important to seek feedback from supporters to inform futurefundraising activityYou need to know andunderstand:Sector specificK8K9the metrics and calculations that are used in measuring and reportingthe results of fundraising activitythe impact of legislation, regulation and codes of practice onfundraising reporting and where to seek information regarding theseissuesGeneralYou need to know andunderstand:K10K11how to use spreadsheet and database reporting toolshow to present reports in a clear and concise mannerAdditional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.21 | P a g e

SFT F9Develop and implement a plan for community fundraisingOverviewThis standard is about raising funds from communities, using a range ofappropriate fundraising products. It is likely to involve working withvolunteers or community groups who support your cause. Their involvementwill need to be managed by you or someone else in the organisation whounderstands the community fundraising activity you are organising.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear and achievableplan for generating community support for your cause. Your plan will identifyhow you are going to secure funds and resources, the methods you will use,your resource requirements and what you expect to achieve as a result. It islikely that your plan will form part of your organisation’s overall fundraisingstrategy.There are two elements1 Plan community fundraising activity2 Implement community fundraising activityThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.PerformancecriteriaPlan community fundraising activityYou must be able to:22 | P a g eP1P2P3P4P5P6P7clarify the scope of your responsibilities and what is expected of you interms of fundraising targetsreview the community fundraising environment, identify appropriatefundraising opportunities to help meet your organisation’s fundraisingobjectivesreview the performance of past community fundraising activity toinform decision-makingprovide details in your community fundraising plan of what you aim toachieve, how, by whom and by whendevelop appropriate case for support that meet the needs of the targetaudiencediscuss your fundraising plan with your line manager and other relevantcolleagues and stakeholders and seek authorisation for its go ahead asnecessaryassist with the completion of an appropriate risk assessment process inline with organisational requirements

P8P9P10P11P12check the integrity and security of any proposed donation collectionprocesses in line with organisational requirementscheck that any relevant legal and ethical requirements have been metcheck that your plan takes account of your organisation's policies andpractices regarding the management of volunteersco-ordinate with other areas of fundraising to prevent duplication ofeffort in approaching a particular organisation or individualmaintain records of potential sources of community support for currentand future purposes in line with organisational requirementsYou must be able to:Knowledge andunderstandingImplement a plan for community fundraising activityP13P14P15P16P17P18carry out the community fundraising activities in line with the agreedplanmonitor the implementation of your plan in line with organisationalrequirementsadapt the planned activity in cases where new information or otherinternal or external factors make this necessary, in line withorganisational proceduresevaluate the success of your community fundraising activity againstagreed objectivesmaintain and update database records in line with organisationalrequirementskeep a record of community outreach activity, connections, andrelationships for current and future purposes in line with organisationalrequirementsContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8the aims, ethics, culture, past history and mission of your organisationthe deadlines and scope of your workthe resources at your disposal including staff, volunteers, time, moneyand specialist advicethe details that you need to include within your plan, includingK4.1 the objectives you are planning to meetK4.2 the approaches you have selectedK4.3 a schedule of key activitiesK4.4 the timescaleswho needs to approve and authorise your plan and the processeswithin the organisation for consultation and approvalthe importance of consulting with colleagues and other stakeholdersduring the development of the plan, and how to do this effectivelyhow to monitor the implementation of your plan and evaluate itssuccesshow to maintain records of your work23 | P a g e

You need to know andunderstand:Sector specificK9K10K11K12K13K14the impact of legislation, regulation and codes of practice that impacton local or community fundraising and where to seek informationregarding these issuesthe impact of legislation, regulation and codes of practice that relate toworking with volunteers and where to seek information regarding theseissuesgiving behaviour and the motives that individuals or organisations mighthave for offering their support locallythe forms that local or community support might take and how toadminister these includingK12.1 cash donationsK12.2 standing orders or direct debitsK12.3 Gift AidK12.4 corporate sponsorshiphow to write a clear and comprehensive community fundraising planhow to create, develop, sustain and monitor local connections andrelationships for current and future fundraising purposesAdditional InformationGlossaryCommunity fundraising is delivered by bringing together groups ofindividuals who perceive themselves to be part of a ‘community’ to raisemoney for a specific cause. That community may be geographically or sociallydefined or may be a ‘virtual’ community that is brought together via digitalfundraising techniques.Appropriate fundraising products might include sponsored and specialevents; house-to-house and street collections; or volunteer-led fundraisingactivity.Links to otherNOSThere are a number of standards from the Management of Volunteers suitethat support work with fundraising volunteers. These include:SFT MVC3 Recruit and place volunteersSFT MVC5 Induct volunteersSFT MVD1 Plan, organise and monitor volunteering activitiesSFT MVD2 Lead and motivate volunteersSFT MVE4 Develop productive working relationships between volunteersand other stakeholdersExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.24 | P a g e

SFT F10Develop and implement a plan for fundraising eventsOverviewThis standard is about raising funds or acquiring potential donors throughfundraising events. These may be one off, annual, virtual or challenge events.These are likely to involve working with volunteers, either individual volunteersor through a committee, who support your cause. Their involvement will need tobe managed by you or someone else in the organisation who understands thefundraising events you are organising.You will need to plan your approach to achieve the fundraising objectives forwhich you are responsible. Good planning and accurate budgeting is essentialand requires a great deal of attention at an early stage. You may beresponsible for developing an events programme, or an individual event withina programme.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear and achievableplan to generate income and contribute to other agreed objectives throughevents, consulting with colleagues and other stakeholders where feasible. It willidentify the purpose and nature of the event, how participants will be recruited,how the event will be managed and the follow-up activities that will beundertaken. It is likely that your plan will form part of your organisation’s overallfundraising strategy.This standard has two elements1 Plan an events programme2 Plan and implement a fundraising eventThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.25 | P a g e

PerformancecriteriaPlan an events programmeYou must be able to:P1P2P3P4P5P6P7P8P9P10P11P12clarify the scope of your responsibilities and what is expected of you interms of fundraising and other targets with relevant personsreview the event activity of other nonprofits working in yourgeographical area or with the same category of cause to preventduplicationreview the performance of past event fundraising activity within yourorganisation to improve future practiceestablish a timescale for planning and objectives for the fundraisingevent in line with organisational requirementsdevelop the case for support, event themes and publicity routes thatmeets the needs of the target audienceselect techniques and processes to solicit participation, support andcontributions, working with colleagues and other stakeholders wherenecessary, that meet the needs of the target audienceestablish and maintain appropriate systems and processes to deal withevent enquiries in line with organisational requirementsestablish and maintain appropriate systems or processes to manageincome, expenditure and return on investmentplan the details of how each event will be managed, taking into accountthe available human and financial resourcesbrief, liaise with and manage third party or internal suppliers ofspecialist, logistical or technical support in line with organisationalrequirementsput in place a budget which can be monitored and updated as theimplementation of the plan progresses in line with organisationalrequirementsdiscuss your fundraising plan with relevant colleagues or stakeholdersand seek authorisation in line with organisational requirementsPlan and implement a fundraising eventYou must be able to:P13P14P15P16P17P18identify opportunities for event promotion, sponsorship and publicitythroughout the organisation to ensure maximum benefits, in line withorganisational requirementsbrief, liaise with and manage third party suppliers and other partners orcontributors in line with organisational requirementsimplement the event plan according to its steps and schedulemaintain and update records in line with organisational requirementsmonitor the implementation of your event plan and budget in line withorganisational requirementsevaluate the success of your fundraising event against agreedobjectives26 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8the aims, ethics, culture, past history and mission of your organisationthe deadlines and scope of your workthe resources at your disposal including staff, volunteers, time, moneyand specialist advicethe details that you need to include within your plan including:K4.1 the objectives you are planning to meetK4.2 the events or content you have selectedK4.3 a schedule of key activitiesK4.4 the timescaleswho needs to approve and authorise your plan and the processeswithin the organisation for consultation and approvalthe importance of consulting with colleagues and other stakeholdersduring the development of the plan, and how to do this effectivelyyour organisation's guidelines and requirements for risk assessmenthow to monitor the implementation of your event and evaluate itssuccessYou need to know andunderstand:You need to know andunderstand:Sector specificK9K10K11K12K13K14K15K16GeneralK17K18K19categories, roles and strengths or weaknesses of fund raising eventsthe different types of events and how to select one that is most likely toachieve your aims and objectivesthe impact of legislation, regulation and codes of practice onfundraising events and where to seek information regarding theseissuesindividual giving behaviour, specifically the motives individuals mighthave for offering their support, attending an event, or for engaging witha causehow to write, implement and manage a clear and comprehensive eventplan, including planning for contingenciesmethods and metrics of evaluating the success of fund raising eventshow to put together a table of benefits for corporate or individual eventsponsorsmanagement and co-ordination of volunteers or committeeshow to maintain records of your worklogistics planning, project planning and managementthe importance of anticipating and planning for special needs27 | P a g e

Additional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.28 | P a g e

SFT F11Develop and implement a plan for legacy fundraisingOverviewThis standard is about raising funds through the promotion and solicitation oflegacies. You will need to plan your approach to achieve the fundraisingobjectives for which you are responsible. Good planning is essential andrequires a great deal of attention at an early stage. This is especially the casein legacy fundraising as legacy gifts are typically the product of a very long termassociation between an individual and an organisation.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear and achievableplan to generate legacy support, consulting with colleagues and otherstakeholders where possible. It will cover how you are going to identifyprospective legators or audiences, the communication and fundraisingmethods you will use, your resource requirements and what you expect toachieve as a result. In this context you will not be able to assess the quality ofyour work by the income you generate, but will need to incorporate a variety ofother metrics. It is likely that your plan will form part of your organisation’soverall fundraising strategy.There are two elements1 Plan legacy fundraising activity2 Implement legacy fundraising activityThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.PerformancecriteriaPlan legacy fundraising activityYou must be able to:29 | P a g eP1P2P3P4P5P6clarify the scope of your responsibilities, what is expected of you interms of targets and how performance will be measuredreview the legacy environment, identify trends, critical issues and givingpatterns that may impact on achieving fundraising objectivesconduct a review of the performance of past legacy promotion andfundraising activity within your organisation to inform future activityestablish a timescale, objectives and metrics for the legacy fundraisingplan in line with organisational requirementsconduct research into potential legators and identify suitableprospects or segments that fit with your fundraising objectivesselect appropriate communication and solicitation strategies, and work

P7P8with your line manager and other colleagues in line with organisationalrequirementsidentify opportunities for legacy promotion and integration of the legacyfundraising message throughout the organisation, and involvecolleagues in line with organisational proceduresplan how to provide recognition for legacy donors and pledgers in linewith organisational requirementsImplement legacy fundraising activityYou must be able to:P9P10P11P12P13P14P15provide details in your plan on what you aim to achieve, how, by whomand by whenbrief, liaise with and manage third party suppliers and other partners inline with organisational requirementsdiscuss your fundraising plan with your line manager and other relevantcolleagues and stakeholders and seek authorisation for its go ahead inline with organisational requirementsimplement the fundraising plan according to its steps and schedulemaintain and update database records in line with organisationalrequirementsmonitor the implementation of your plan in line with organisationalrequirementsevaluate the success of your plan against agreed objectivesKnowledge andunderstandingContext specificYou need to know andunderstand:30 | P a g eK1K2K3K4K5K6K7K8K9the aims, ethics, culture, past history and mission of your organisationthe deadlines and scope of your workthe resources at your disposal including staff, volunteers, time, moneyand specialist advicethe details that you need to include within your plan includingK4.1 the objectives you are planning to meetK4.2 the approaches you have selectedK4.3 a schedule of key activitiesK4.4 the timescalesthe support that will be offered by senior colleagues within yourorganisation, including trustees or board members, senior managersand service delivery specialistswho needs to approve and authorise your plan and the processeswithin the organisation for consultation and approvalthe importance of consulting with colleagues and other stakeholdersduring the development of the plan, and how to do this effectivelyhow to monitor the implementation of your plan and evaluate itssuccessthe ways in which projected demographic change will impact on legacyfundraising in future

You need to know andunderstand:You need to know andunderstand:Sector specificK10K11K12K13K14K15K16K17GeneralK18the impact of legislation, regulation and codes of practice on legacyfundraising activity and where to seek information regarding theseissuesindividual donor giving behaviour, specifically the motives for legacygifts and the barriers to this form of givingthe role of professional intermediaries in the legacy processthe role of third party agencies and campaignsthe various forms that legacy giving can takethe importance of soliciting legacies from all stakeholder groupsthe tax implications of legacy givinghow to write a clear and comprehensive legacy fundraising planhow to maintain records of your workAdditional InformationGlossaryLegators are individuals who make a legacy benefitting an organisationProspects are individuals who have the potential to make a legacy benefittingan organisation, but who have not done so yetPledgers are individuals who have promised to make a legacy benefitting theorganisation but who have not yet done soProfessional intermediaries refers to people from whom you may need totake advice who have specialist knowledge and skills, such as solicitors andtax advisorsExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.31 | P a g e

SFT F12Develop and implement a plan for corporate fundraising activityOverviewThis standard is about raising funds and other resources from corporatesupporters and partners. This support may include monetary donations, gifts inkind, pro bono donations of staff time or staff secondments, access to staff forfundraising activities, partnerships, payroll giving, sponsorship or access tostaff and customers for fundraising purposes.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear and achievableplan to secure corporate support, involving other colleagues or stakeholderswhere possible in the planning process. It will identify how you are going tosecure funds and other resources from corporate supporters, the methods youwill use, resource requirements and what your corporate supporters expect toachieve as a result. It is likely that your plan will form part of your organisation’soverall fundraising strategy.This standard has two elements1 Develop a plan for corporate fundraising activity2 Implement a plan for corporate fundraising activityThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.PerformancecriteriaDevelop a plan for corporate fundraising activityYou must be able to:32 | P a g eP1P2P3P4P5clarify the scope of your responsibilities and what is expected of you interms of fundraising targetsreview the corporate environment to identify and create relevantcorporate fundraising opportunities, includingP2.1 relevant trendsP2.2 critical issuesP2.3 competitor activityP2.4 giving patternsreview the performance of past corporate fundraising to improve futurepracticeestablish a timescale and objectives for the corporate fundraising planin line with organisational requirementsconduct prospect research and prioritise potential supporters andpartners in line with the aims of your organisation and corporatefundraising pan

P6P7P8P9develop the case for support that meet the needs of your targetaudienceselect fundraising techniques and approaches in accordance with theavailable resourcesmaintain records of potential supporters and partners in line withorganisational requirementsdiscuss your corporate fundraising plan with your line manager andother relevant colleagues or stakeholders and seek authorisation for itsgo ahead as necessaryYou must be able to:Implement a plan for corporate fundraising activityP10P11P12P13P14P15P16P17P18provide details in your plan on what you aim to achieve, how, by whomand by whencheck that potential corporate supporters approached and agreementsmade are consistent with any ethical policy your organisation holdsnegotiate appropriate relationships with corporate supporters andpartners that are consistent with their needs, the aims of yourorganisation and the value of your brandcommunicate the requirements and expectations of the corporatesupporter to the relevant people within your organisationco-ordinate with colleagues working in other areas of fundraising toprevent duplication of effort in approaching particular individuals ororganisations for supportimplement the corporate fundraising plan according to its steps andschedulemaintain and update records in line with organisational requirementsmonitor the implementation of your plan in line with organisationalrequirementsevaluate the success of your corporate fundraising activity againstagreed objectivesKnowledge andunderstandingContext specificYou need to know andunderstand:33 | P a g eK1K2K3K4K5K6K7the aims, ethics, culture, past history and mission of your organisationthe ethical policy of your organisation as it applies to corporatesupport and partnershipsyour organisation's brand; its structure, personality and valuethe deadlines and scope of your workthe resources at your disposal including staff, volunteers, time, moneyand specialist advicehow to access information regarding potential and current corporatesupporters, especially their current criteria for support and patterns ofpast supportthe details that you need to include within your plan includingK7.1 the objectives you are planning to meet

K8K9K10K11K12K13K7.2 the approaches you have selectedK7.3 a schedule of key activitiesK7.4 the timescalewho needs to approve and authorise your plan and the processeswithin your organisation for consultation and approvalthe importance of consulting with colleagues and other stakeholdersduring the development of the plan and how to do this effectivelyhow to monitor the implementation of your plan and evaluate itssuccesshow to provide corporate supporters with meaningful information for theimplementation of the plan in order toK11.1 sustain their trustK11.2 obtain feedbackK11.3 monitor the ongoing relationship with themhow to draft partnership agreements or memoranda of understanding,or, as appropriate, who to approach to have these drawn uphow to maintain records of your workSector specificYou need to know andunderstand:K14K15K16K17K18K19K20corporate giving behaviour, specifically the motives for businesssupport of nonprofits, how decisions about support are taken and howthe success of such relationships is typically evaluatedthe tax benefits that apply to various forms of corporate giving andwhere to seek information regarding thesethe risks and benefits of entering into partnerships with corporatesupporters and how to monitor and evaluate thesethe impact of legislation, regulation and codes of practice on corporatefundraising and where to seek information regarding these issuesthe forms that corporate support might take and how to administerthese, includingK18.1 cash donationsK18.2 gifts in kindK18.3 gifts of stocks or sharesK18.4 sponsorshipK18.5 payroll givingK18.6 cause related marketinghow to write a clear and comprehensive corporate fundraising planhow to monitor the implementation of your plan and evaluate success34 | P a g e

Additional InformationGlossaryEthical policy refers to a statement which defines the principles on which thecharity bases its involvement with third party organisationsCorporate partnerships refer to a relationship entered into with a corporatebody, usually based on a contract, which delivers benefits to both the charityand the corporate body.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS35 | P a g e

SFT F13Develop and implement a plan for the generation of grant incomeOverviewThis standard is about the process of securing grant income from trusts orfoundations and statutory sources. You will need to plan your approach in orderto achieve the fundraising objective(s) for which you are responsible. Goodplanning is essential and requires a great deal of attention at an early stage.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear andachievable plan to generate grant income which will identify the purposes forwhich funding will be sought, how you are going to secure the necessary fundsand the timescales you will be working to. It will be important to consider thefunding cycles and grant criteria of potential funders and to use this knowledgeto shape and develop relevant approaches. You will also need to consider theresource implications of your plan, including the time you need to allocate totasks; both your own or members of your team. It is likely that your plan willform part of your organisation’s overall fundraising strategy.There are two elements1 Develop a plan for the generation of grant income2 Implement a plan for the generation of grant incomeThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.PerformancecriteriaDevelop a plan for the generation of grant incomeYou must be able to:P1P2P3P4P5P6P7P8clarify the scope of your responsibilities and what is expected of you interms of fundraising targetsreview the performance of past grant fundraising activity to improvecurrent or future practiceliaise with any service provision colleagues to identify potential projectsor areas of work that might attract grant supportco-ordinate with colleagues working in other areas of fundraising toprevent duplication of effort in approaching a particular organisationcollect all the information necessary to compile the case for supportthat meets the needs of your potential fundersestablish a timescale and financial objectives for the planconduct research and prioritise potential funders in line with yourorganisation’s business plan or fundraising strategydiscuss your plan with your line manager or relevant colleagues and36 | P a g e

P9seek authorisation for its submission as necessaryestablish and maintain records of potential funders for future purposesin line with organisational requirementsImplement a plan for the generation of grant incomeYou must be able to:P10P11P12P13P14P15P16provide details in your plan on what you aim to achieve, how, by whomand by whencommunicate the requirements and expectations of the grant maker tothe relevant people within your organisationreview prospective funder information to develop the relevantapproach involving colleagues or departments with an interest in thework for which you are seeking fundingmonitor the implementation of your plan in line with organisationalrequirementsevaluate the success of your generation of grant income activityagainst agreed objectivesprepare and submit any progress reports or evaluation documentationthat might be required involving colleagues or stakeholders who havean interest in the work for which you have received fundingmaintain appropriate communication with funders to develop ongoingrelationships in line with organisational requirementsKnowledge andunderstandingContext specificYou need to know andunderstand:37 | P a g eK1K2K3K4K5K6K7K8K9K10the aims, ethics, culture, past history and mission of your organisationthe ethical policy of your organisationyour organisation's funding needs, including its needs for restrictedand unrestricted fundsthe deadlines and scope of your workthe resources at your disposal including:K5.1 staffK5.2 trusteesK5.3 volunteersK5.4 timeK5.5 moneyK5.6 specialist advicehow your organisation calculates the costs of its activities, including anappropriate share of overheadthe grant cycle and criteria of potential grant makersthe details that you need to include within your planwho needs to approve and authorise your plan and the processeswithin the organisation for consultation and approvalthe importance of consulting with colleagues and other stakeholdersduring the development and implementation of the plan

K11K12how to monitor the progress of your plan and evaluate its successthe requirements of individual funders for feedback and reportingYou need to know andunderstand:You need to know andunderstand:Sector specificK13 the background, purpose and practice of fundersK14 funding patterns and grant criteria of potential fundersK15 how and where to access information regarding sources of fundingK16 the impact of grant-making trends, legislation, regulation, codes ofpractice and where to seek information regarding these issuesK17 how funders evaluate the proposals they receive and why manyproposals are rejectedK18 how to write a clear and comprehensive grant fundraising planK19 how to adapt a generic case for support to meet a funder’s criteriaGeneralK20 how to maintain records of your workAdditional InformationGlossaryRelevant approaches refers to likely methods used to secure grant incomeincluding completion of application forms, proposals, tenders, bids, fundercultivation events or meetings, or lettersEthical policy refers to a statement which defines the principles on which thecharity bases its involvement with third party organisationsRestricted and unrestricted funds refer to any conditions that may be placedon funds raised by the organisation. A donor can place a restriction on their giftby stating that it can only be used to fund a specific project or activity. Thesefunds are known as restricted. Unrestricted funds can be freely spent by theTrustees in furtherance of the charity’s objects.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.38 | P a g e

SFT F14Develop and implement a plan for major gift fundraisingOverviewThis standard is about developing and implementing a plan to raise funds fromindividuals through the solicitation of major gifts.The definition ‘major gift’ will vary from charity to charity but these are typicallyhigh value gifts solicited personally by a fundraiser, trustee, senior staffmember, existing peer donor or some combination of these individuals.Although early planning is particularly important in cultivating people who arepotential major donors, at the centre of major gift fundraising is the solicitation(‘the ask’): the act of asking an individual for a donation. Most major donationscome as a result of a long-term relationship between the donor and therelevant persons in an organisation.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear and achievablelong-term plan to generate major donor support, involving colleagues andother stakeholders wherever possible in the planning process. It will identifyand prioritise the individuals to be approached and how you will cultivateappropriate relationships, make the solicitation and, once a donation has beenmade, practice good stewardship. It is likely that your plan will form part ofyour organisation’s overall fundraising strategy.There are two elements1 Plan major gift fundraising activity2 Implement your plan for major gift fundraising activityThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.39 | P a g e

PerformancecriteriaPlan major gift fundraising activityYou must be able to:P1P2P3P4P5P6P7P8P9P10P11P12P13P14clarify the scope of your responsibilities and what is expected of you interms of fundraising targetsreview the major gift fundraising environment, identify relevant trends,critical issues and giving patterns to identify opportunities relevant toyour fundraising objectivesreview the performance of past major gift fundraising activity to improvefuture activityestablish funding priorities for the organisation, working closely withservice delivery colleagues, to help develop the case for supportconduct prospect research using appropriate internal and externalsources of information in line with organisational requirementsestablish a timescale and objectives for the major gift fundraising plan,identify appropriate fundraising techniques in accordance with theavailable resourcescheck that you have the understanding and buy-in of seniormanagement and volunteers in the major gift fundraising processevaluate and prioritise potential supporters for cultivation to reflect theagreed funding prioritiesdevelop the case for support that meet the needs of the targetaudienceP9.1 for the organisation as a wholeP9.2 for the programmes you are seeking to fundP9.3 for the individual supporters you will be approachingask for donations after selecting and implementing appropriatesolicitation strategies in line with organisational requirementsselect recognition tools and strategies in line with the fundraisingand ethical policies of your organisationpromote joint work with other colleagues and stakeholders within theorganisation in the cultivation and stewardship of major donors tomaximise the benefits to your organisationco-ordinate with other areas of fundraising to prevent duplication ofeffort in approaching a particular individual in line with organisationalrequirementsmaintain records of potential sources of funding and resources as youidentify them for future purposes in line with organisationalrequirements40 | P a g e

Implement your plan for major gift fundraising activityYou must be able to:P15P16P17P18P19P20P21provide details in your plan on what you aim to achieve, how, by whomand by whenimplement the fundraising plan according to its steps and schedulediscuss your fundraising plan with your line manager and other relevantcolleagues or stakeholders and seek authorisation for its go ahead asnecessarydevelop a stewardship and recognition plan for each major donor inline with organisational requirementsrecord contacts, connections, and relationships with current or potentialmajor donors in line with organisational requirementsmonitor the implementation of your plan in line with organisationalrequirementsevaluate the success of your major gift fundraising activity againstagreed objectivesKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8the aims, ethics, culture, past history and mission of your organisationthe ethical policy of your organisation as it applies to major gifts andmajor donorsthe funding priorities for the organisationthe deadlines and scope of your workthe resources at your disposal includingK5.1 staffK5.2 volunteersK5.3 timeK5.4 moneyK5.6 specialist adviceindividual giving behaviour, specifically the motives that major donorsmight have for supporting your organisation and the relationships thatthey have already established with your organisationthe details that your plan needs to contain including:K7.1 the objectives you are planning to meetK7.2 the approaches you have selectedK7.3 the programmes you have agreed to seek funding forK7.4 a schedule of key activitiesK7.5 the timescalesthe support that will be offered by senior colleagues within yourorganisation including:41 | P a g e

K9K10K11K12K8.1 trustees or board membersK8.2 senior managersK8.3 service delivery specialiststhe overlap between major gift fundraising and other fundraisingdisciplines, including:K9.1 corporate, trustsK9.2 individual fundraising such as direct marketing and legaciesK9.3 community fundraisingwho needs to approve and authorise your plan and the processeswithin the organisation for consultation and approvalthe importance of consulting with colleagues and other stakeholdersduring the development of the plan, and how to do this effectivelyhow to monitor the implementation of your plan and evaluate itssuccessSector SpecificYou need to know andunderstand:K13K14K15K16the forms that major donor support might take and how to administerthese including:K13.1 cash donationsK13.2 stock or property donationsK13.3 standing orders or direct debitsthe impact of legislation, regulation and codes of practice on major giftfundraising and where to seek information regarding these issuesthe tax implications of the various forms that major donations mighttake, and who to consult for advice on this issuehow to write a clear and comprehensive major gift fundraising planGeneralYou need to know andunderstand:K17how to maintain records of your work in accordance with dataprotection legislation42 | P a g e

Additional InformationGlossaryDonor describes the individual, business or other body which is making amonetary gift or donating something of value to your organisationStewardship refers to the process of adding value for a donor, taking care oftheir interests and managing your relationship with them after their donation.Recognition tools and strategies refer to ways of publicly acknowledgingmajor gifts. Donors of major gifts often expect their support to beacknowledged – this might range from a listing in your annual report to thenaming of a building. The key is to ensure that the donor’s needs are met.Ethical policy refers to a statement which defines the principles on which thecharity bases its involvement with third party organisationsLinks to otherNOSTrustees' and Management Committee National Occupational Standards,(Skills – Third Sector) indicates the role that trustees should play insupporting fundraising activityExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.43 | P a g e

SFT F15Develop and implement a plan for direct response fundraisingOverviewThis standard is about fundraising through direct response channels. You willneed to plan your approach to achieve the fundraising objectives for which youare responsible. Good planning is essential and requires a great deal ofattention at an early stage.It is important to note that this will include the recruitment of donors whichshould never be considered in isolation as what happens to them once theyhave given their first donation is relevant and important.The fundraising cycle has four key phases – research, plan, implement andreview – all of these must be considered as you develop a clear and achievableplan to fundraise through direct response channels. The plan will specifyrecruitment objectives, segmentation or targeting, media selection, the casefor support, budget, timescales and the campaign metrics that will beemployed. It will also include analysis of the channel performance and industrybenchmarks in order to ensure the channels with the best chance of successare used. It is likely that your plan will form part of your organisation’s overallfundraising strategy.There are two elements1 Plan direct response fundraising activities2 Implement direct response fundraising activitiesThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.PerformancecriteriaYou must be able to:44 | P a g ePlan direct response fundraising activitiesP1P2P3P4clarify the scope of your responsibilities and what is expected of you interms of fundraising recruitment targetsreview the current direct response fundraising environment to identifyopportunities relevant to your fundraising objectives, includingP2.1 trendsP2.2 benchmarksP2.3 critical issuesP2.4 giving patternsreview the performance of past direct response fundraising activity toimprove future activityestablish a timescale, objectives and budget for the direct responsemarketing plan

P5P6P7P8P9P10define the target segment of donors best suited to meet yourfundraising objectivesdevelop the case for support and solicitation propositions, identifyopportunities for tailoring the case to meet the needs of particular targetsegments or audiencesidentify relevant test plans and objectives that meet direct responsemarketing principlesselect appropriate recruitment techniques for each segment inaccordance with the available resourcesidentify and create data collection and reporting systems, with relevantlinks to the fundraising database, to fulfil agreed monitoring, responseand quality assurance requirementsidentify and establish appropriate analytic tools to monitor trends andunderstand results in line with organisational requirementsImplement direct response fundraising activitiesYou must be able to:P11P12P13P14P15P16P17P18P19provide details in your plan on what you aim to achieve, how, by whomand by whenbuild in appropriate campaign metrics to measure and control yourplan for evaluation and budgetary purposesreview all activity on a regular basis and amend the strategy or tacticsin the light of the results of any tests undertakenbrief, liaise with and manage third party or internal suppliers in line withorganisational requirements, regulation and code of practicediscuss your fundraising plan with your line manager and other relevantcolleagues and stakeholders and seek authorisation for its go ahead asnecessaryimplement the fundraising plan according to its steps and schedulemaintain and update records in line with organisational requirementsmonitor the implementation of your plan in line with organisationalrequirementsevaluate the success of your activity against agreed objectives45 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8K9K10K11the aims, ethics, culture, past history and mission of your organisationthe deadlines and scope of your workresults and evaluations or recommendations of past direct responserecruitment activitiesthe resources at your disposal includingK4.1 staffK4.2 volunteersK4.3 timeK4.4 moneyK4.5 specialist advicethe details that you need to include within your plan, includingK5.1 the objectives you are planning to meetK5.2 the approaches you have selectedK5.3 a schedule of key activitiesK5.4 the timescalesthe importance of consulting with colleagues and other stakeholdersduring the development of the plan, and how to do this effectivelywho needs to approve and authorise your plan and the processeswithin the organisation for consultation and approvalyour organisation's existing relationships with suppliers of goods andservices relating to direct marketingyour organisation's processes, systems and service level agreementsregarding fulfilment and data processinghow to monitor the implementation of your plan and evaluate itssuccesswhat happens next to an individual who gives to your organisation andthe communications they will receiveYou need to know andunderstand:Sector specificK12K13K14K15K16K17K18K19how to write a clear and comprehensive direct response fundraisingplanthe impact of legislation, including data protection legislation, regulationand codes of practice on direct marketing activity and where to seekinformation regarding these issuesindividual giving audiences and donor characteristics and motivatorsthe importance of, and benefits to be derived from, a supporterdatabase for effective direct marketingthe typical performance benchmarks for each direct response channelin donor recruitmenthow to conduct an analysis of a database to support delivery of directresponse marketing resultshow to ensure that errors are minimised in data for analysishow and from where to purchase lists of potential supporters, including46 | P a g e

K20K21K22K23K24both cold and reciprocal listshow and from where to purchase other media such as advertisingspace, TV and radio airtimethe guidelines to follow in selecting and working with a ProfessionalFundraising Organisation (PFO) partner for the supply of directdialogue or telephone fundraising serviceshow to write a clear and comprehensive direct marketing planmethods and metrics of evaluating the success of direct marketingfundraisingthe importance of supporter care when recruiting individuals to yourcharityYou need to know andunderstand:GeneralK25K26K27how to maintain records of your workthe principal direct response channels available and their meritsthe principles of profiling, segmentation, testing, targeting andanalysisAdditional InformationGlossaryDirect response fundraising might include direct mail, inserts, door drops,telephone, email or mobile fundraising, direct dialogue, press advertising,radio, direct response television advertising, pay per click, affiliate marketing orbanner advertising. This is an evolving area and in future might include newways of giving.Donor describes the individual, business or other body which is making amonetary gift or donating something of value to your organisation.Campaign metrics might include return on investment; brand awareness;traffic to a website; number of contacts who become donors. Defining clearobjectives at the start of a fundraising campaign enable measurement ofsuccess.Professional Fundraising Organisation (PFO) or Fundraiser partner refersto an individual, or a group of individuals, which carries on a fundraisingbusiness for gain which is wholly or primarily engaged in soliciting or otherwiseprocuring money or other property for charitable, philanthropic or benevolentpurposes. Professional Fundraisers and PFOs who, for example, recruitregular donors on-street for charity clients, are required by law to makespecific statements. The term ‘Professional Fundraiser’ is defined in theCharities Act 1992 in England & Wales; the Charities and Trustee Investment(Scotland) Act 2005.47 | P a g e

Profiling, segmentation, testing, targeting and analysis: Fundraisers seekto define a donor’s ‘profile’ to ensure that the donor is marketed to in a meanswhich is relevant to them. The fundraiser may ‘test’ the behaviour orresponses of this segment, by, for example, testing whether sending appealsby email is more effective than direct mail. Building a ‘profile’ of a donor ordonor group, enables the non-profit to target the group in a way that they willrespond to best – this can save the non-profit significant sums in sendingunwanted or irrelevant appeals. Analysing the response rates including theaverage donation or the frequency of giving enables the fundraiser tomaximise return on investment.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.48 | P a g e

SFT F16Monitor, enhance and sustain relationships with supporters of yourcauseOverviewOne of the most important aspects of fundraising is the development of agenerous and loyal supporter base. This entails the creation of relationshipswith supporters, taking account of their needs for appropriate, timely andrelevant communications. To achieve this you will need to identify the type(s) ofpeople who support your organisation, the reasons for this support and theirpreferences for ongoing communication and engagement.A critical part of your role will be taking action to preserve the loyalty of yoursupporters, to increase their satisfaction and their feelings of being valued, aswell as their value to the organisation over time. In the context of giving youmight achieve this by increasing the value of their gifts, the frequency of theirgiving, or encouraging them to upgrade from occasional to regular giving. Youwill also want to consider soliciting legacy or major gifts from appropriateindividuals. In the context of volunteering you might achieve this by planning toengage them in a range of activities reflecting their individual motives andgoals.There are three elements1 Monitor the development of your organisation's supporters2 Enhance relationships with your organisation’s supporters3 Sustain relationships with your organisation’s supportersThis standard is appropriate for people responsible for developing anddelivering operational plans to support the implementation of yourorganisation’s overall fundraising strategy.49 | P a g e

PerformancecriteriaMonitor the development of your organisation’s supportersYou must be able to:P1P2P3P4P5P6P7identify the information that you need to inform the development ofsupporter relationships in line with your fundraising objectivescheck systems are in place to acquire and hold information to enableyour organisation to meet its fundraising objectivesreview information for areas to improve future practice in line withorganisational requirementsmaintain supporter records in accordance with legislation, regulations,codes of practice and organisational requirementsconfirm that the supporter records are kept current, accessible anduseable in line with organisational requirementsconfirm that data protection preferences are recorded in line with legaland organisational requirementsmonitor and analyse sources of information to identify trends in thetypes and levels of support receivedEnhance relationships with your organisation’s supportersYou must be able to:P8P9P10use information to assess who presently supports the work of yourorganisation and reasons for thisevaluate the methods used to maintain existing relationships withsupporters to identify whether new methods need to be implementedcheck that your chosen methods of communication promotes continuedgood relationships and commitment from existing supportersYou must be able to:Sustain relationships with your organisation’s supportersP11P12P13P14P15check that communications with your existing supporters areappropriate and will serve the following purposes:P11.1 provide an opportunity to gather further supportP11.2 maintain the enthusiasm of the supporter for the organisationand projectP11.3 provide an opportunity for supporters to have a say on howoften and how your organisation communicates with themP11.4 provide opportunities for supporters to upgrade their givinguse methods of communication that meet the needs of supportersproduce a plan to develop the value of each segment of supporter thatassists you in achieving your fundraising objectivessolicit and review feedback from supporters for areas to improverelationships with them and to inform future fundraising activityconduct regular exit polling of each key category of supporter toestablish the reasons they ended their support50 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6the aims, ethics, culture, past history and mission of your organisationthe resources available to you and others in your organisation whodevelop and maintain supportthe different types of supporters of your organisation and how toidentify trends in the types and levels of supportwhy people presently support your organisation and why they end theirsupportthe most effective ways of maintaining records on supporters of yourorganisationappropriate and effective methods to seek information from supportersSector specificYou need to know andunderstand:K7K8K9K10K11K12how to write a clear and comprehensive supporter development planthe impact of legislation, including data protection legislation, regulationand codes of practice on supporter development activity and where toseek information regarding these issuesindividual giving or volunteering behaviour, specifically the motivesindividuals might have for offering their long-term supporthow to analyse a database to provide information about supportercommitment and value to the organisationfundraising metrics and how to evaluate the response to your requestfor supportthe typical performance benchmarks for each communication channelGeneralYou need to know andunderstand:K13K14K15how to maintain records of your workthe range of communication channels available, their relative meritsand the basic principles of best practice in relation to each of thesethe principles of profiling, segmentation, testing and targeting51 | P a g e

Additional InformationGlossaryProfiling, segmentation, testing and targeting: Fundraisers seek to definea donor’s ‘profile’ to ensure that the donor is marketed to in a means which isrelevant to them. The fundraiser may ‘test the behaviour or responses of thissegment, by, for example, testing whether sending appeals by email is moreeffective than direct mail. Building a ‘profile’ of a donor or donor group,enables the non-profit to target the group in a way that they will respond tobest – this can save the non-profit significant sums in sending unwanted orirrelevant appeals. Analysing the response rates including the averagedonation or the frequency of giving enables the fundraiser to maximise returnon investment.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.52 | P a g e

SFT F17Conduct a fundraising auditOverviewThis standard is about conducting an audit of the environment in which yourorganisation is operating and fundraising. This may be undertaken in isolation,but is likely that it will form the first step of the fundraising planning process.The fundraising audit should comprise a thorough strategic appraisal of theinternal and external environment in which the organisation is operating. Theaudit ought to use appropriate tools to analyse and present the findings.Audit findings should be used to inform future fundraising planning or strategydevelopment.This standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaYou must be able to: P1 define the scope of the audit in line with organisational requirementsP2 gather and record relevant information for the audit in line withorganisational requirementsP3 identify and evaluate relevant external trends from the widerenvironment to inform the audit process, including the review ofP3.1 fundraising activity of competitor organisationsP3.2 potential to collaborate with other organisations for thepurposes of fundraisingP4 conduct a market analysis of the critical issues, trends and givingpatterns of the income streams covered in the scope of the auditP5 conduct an internal fundraising audit, including the review ofP5.1 the case for support, identifying any alternative ways to presentthe organisation to prospective and existing donorsP5.2 your organisation’s past fundraising performance to assess itsstrengths and weaknesses, including information obtained viasupporter feedbackP5.3 your organisation’s fundraising structure, systems, processesand procedures and its ability to fulfil fundraising objectivesP5.4 your organisation’s financial, human and technologicalresources that support the fundraising functionP6 present a summary and prioritisation of the internal and external auditfindings, using an appropriate tool, to inform decision-makingP7 interpret, present and communicate audit findings to the stakeholders53 | P a g e

P8in a way that meets their needsutilise audit findings to inform the development of future fundraisingplans or overall strategy to support organisational sustainabilityKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8K9K10K11the aims, ethics, culture, past history and mission of your organisationand the impact of its workthe deadlines and scope of your work.the resources at your disposal includingK3.1 staffK3.2 volunteersK3.3 timeK3.4 moneyK3.5 specialist advicehow to maintain records of your work, including the sources of anyinformation gatheredthe organisation's generic case for supportthe organisation's actual or potential supporter base and their needsand expectationshow to use supporter feedback to inform future fundraising activityactual and potential competitors, including their activities and relativeperformance levelsactual and potential collaborators or partners, including their activitiesand relative performance levelsthe organisation's structurethe organisation's performance and the factors that influence thisSector SpecificYou need to know andunderstand:K12K13K14K15K16K17K18the impact of legislation, regulation and best practice on fundraisingactivity and where to seek information regarding these issuesthe key internal and external sources of fundraising audit datahow to interpret primary fundraising researchhow to interpret secondary sources of fundraising datakey fundraising measures and how to calculate themhow to conduct an analysis of a fundraising activitieshow to write a clear and comprehensive fundraising audit reportGeneralYou need to know andunderstand:K19how to use appropriate tools as part of your analysis54 | P a g e

Additional InformationGlossaryAppropriate tools you are likely to use in a fundraising audit include:4 STEEPLE analysis (Social/demographic, Technological, Economic,Environmental (natural), Political, Legal and Ethical factors)5 competitor analysis6 collaborator analysis7 market analysis8 internal analysis9 SWOT analysis (strengths/weaknesses/opportunities/threats)Fundraising measures refer to measures such as return on investment,response rates, attrition rates and donor lifetime valueExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.55 | P a g e

SFT F18Develop and implement an overall fundraising strategyOverviewIn your role you may be responsible for developing the organisation's overallapproach to fundraising. This will involve agreeing the overall fundraisingobjectives in consultation with senior managers and/or trustees. The agreedfundraising objectives should support the mission of the organisation and link tothe business plan. You will also be responsible for generating the strategicoptions that the organisation will take to achieve the agreed objectives anddevelop the most appropriate tactics. This will include a consideration of thekey sources of funding that may be sought, the generic case for support andthe key donor segments that will be approached in each case. You will alsoneed to consider the organisation's positioning, branding and communicationstrategies and ensure these are reflected in your approach.You must ensure that all stakeholders are aware of their delegated activitiesand responsibilities. You will also need to co-ordinate your strategy with othersenior colleagues and stakeholders to ensure that the fundraising tacticsproposed in the plan are scheduled to complement the needs and activities ofall other parts of the organisation (including campaigning and serviceprovision).You must review the plan, monitor progress of your work and make necessarymodifications to improve the effectiveness of its implementation. You will needto evaluate performance and fundraising results against the agreed objectivesto determine success and consider future fundraising.There are two elements1 Develop your overall fundraising strategy2 Implement your overall fundraising strategyThis standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaYou must be able to:Develop your overall fundraising strategyP1P2P3analyse and interpret fundraising audit findings in line withorganisational requirementsagree fundraising objectives with senior colleagues and trusteesdevelop strategic options to achieve these objectives that are56 | P a g e

P4P5P6P7P8P9P3.1 consistent with organisational requirementsP3.2 reflect the opportunities and threats highlighted in thefundraising auditanalyse the strategic options using appropriate tools to determine thetactics that you need to deploy to achieve fundraising objectivescheck that the tactics selected are consistent with the positioning,branding, communications and culture of the organisationco-ordinate the implementation of the plan with relevant colleagues andother stakeholders to ensure that it does not conflict with the prioritiesand plans of other sections of the organisationidentify, delegate and manage actions to develop the strategy and theschedule of activity in line with available resourcescheck that risk assessments have been conducted and contingencyplans are available in line with organisational requirementsensure that systems are in place to monitor cash flow, budgets andresources of the strategy development process in line withorganisational requirementsImplement your overall fundraising strategyYou must be able to:P10P11P12P13P14P15P16P17develop and agree budgets for the achievement of the strategy, settingout clear actions, accountabilities and milestonesconfirm that all stakeholders have the information and resourcesnecessary to perform their tasks in line with agreed objectivesconfirm that each person involved in implementation understands theirrole and has had opportunity to discuss any problems in line withorganisational procedurescheck that the progress of the fundraising activities isP13.1 monitored against agreed targetsP13.2 reviewed against agreed targetscheck that contingency plans are implemented where discrepanciesemerge from the review against agreed targetsassess the impact that the activities of other agencies and externalevents have upon the strategyimplement any changes to your strategy needed to meet fundraisingobjectivessupport staff in their personal development and improve organisationalpractices, using learning from the experience of implementing thefundraising strategy57 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8K9K10the aims, ethics, culture, past history and mission of your organisation,its impact and case for supportthe deadlines and scope of your workthe resources at your disposal includingK3.1 staffK3.2 volunteersK3.3 timeK3.4 moneyK3.5 specialist advicethe fundraising market in which the organisation operatesthe organisation's actual or potential supporter base and their needsand expectationsthe organisations actual or potential competitors and collaboratorsnew and available fundraising opportunitiescolleagues and other key stakeholders, their needs, objectives andexpectationsprocesses for consultation and approval within the organisationsources of information that can aid monitoring and evaluationYou need to know andunderstand:Sector specificK11K12K13K14K15K16K17K18key fundraising or marketing strategies such asK11.1 overall directionK11.2 segmentationK11.3 positioningK11.4 brandingK11.5 fundraising activitiesthe different methods available to raise funds and resources, theiradvantages and disadvantages and the relative performance of eachmodels of individual and organisational giving behaviourhow giving behaviour may be influenced by the way the case forsupport is presentedthe impact of legislation, regulation and codes of practice onfundraising activity and where to seek information regarding theseissueshow to commission and interpret primary fundraising researchhow to interpret secondary sources of fundraising datakey fundraising measures, how to calculate and interpret them58 | P a g e

K19K20K21K22how to monitor fundraising progress and ensure that plans fulfil thefundraising objectiveshow to communicate with and motivate fundraising staff, so that theydevelop skills appropriate to their rolehow the actions and policies of other agencies and external forces mayimpact on the fundraising for which you are responsible and thestrategic options availablehow to write a clear and comprehensive overall fundraising strategyYou need to know andunderstand:GeneralK23K24K25K26K27K28K29the importance of medium and long term planning to the success of anorganisation’s overall strategythe principles of management and planningthe importance of creativity and innovation in management andplanninghow to identify risks in relation to the achievement of objectiveshow to develop strategic objectiveshow to delegate responsibility and allocate resources to support anintegrated planhow to develop measures and methods for monitoring and evaluatingperformance against the objectives of the planAdditional InformationGlossaryOverall approach to fundraising refers to a range of fundraising activities orneeds that your organisation may have and how they integrate with eachother. This may include seeking on-going revenue funding, project funding orlarge capital appeals, each of which are likely to include a range of fundraisingmethods.Positioning refers to the act of defining in the minds of the target audiencewhat a particular organisation can offer, or stands for, in relation to othernonprofits.Brand refers to the symbolic embodiment of the organisation that serves tocreate associations and expectations around it. A brand often includes a logo,fonts, colour schemes and symbols which may be developed to representimplicit values, ideas, and personality.59 | P a g e

Fundraising objectives refer to what your organisation is trying to achievethrough its fundraising activities. These objectives should be consistent withthe mission and business plan of the organisation and informed by thefundraising audit findingsAppropriate tools you are likely to use in a fundraising audit include:1 STEEPLE analysis (Social/demographic, Technological, EconomicEnvironmental (natural), Political, Legal and Ethical factors)2 competitor analysis3 collaborator analysis4 market analysis5 internal analysis6 SWOT analysis (strengths, weaknesses, opportunities, threats)Segmentation refers to ways of segmenting the donor market to ensure thateach group, or segment, can be marketed in a way that will maximise theirsupport. Breaking the donor base down into specific segments increases thelikelihood of success.Fundraising measures refers to measures such as return on investment,response rates, attrition rates and donor lifetime value.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.60 | P a g e

SFT F19Manage supporter retentionOverviewThis standard is about managing supporter retention, which is a key strategicfundraising issue. You will need to use supporter segmentation and profilingeffectively and monitor and evaluate the quality of service provided to differentsegments of supporters. You should evaluate appropriate opportunities forsupporter recognition or the provision of added value and ensure that these arean integral part of the overall fundraising strategy. You will recognise theimportance of existing supporters and their potential for income generation aswell as their key role in providing feedback to help inform future fundraisingactivity.It may also be appropriate to plan activities specifically designed to achievegreater loyalty, such as regular giving schemes, or offering a wider variety ofways in which supporters can engage with the organisation. All initiatives mustbe guided by a firm understanding of supporter behaviour and motivation andhow their relationship with your organisation may change over time. It isimportant to consider this in the context of your organisational objectives andthe importance of income generation. You must also ensure that appropriatesystems exist to help you measure the development and retention ofsupporters. As such you will need to ensure that these systems monitor thelevels of support and identify results, trends and changes in supporternumbers, types and values.This standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaYou must be able to: P1 interpret supporter giving trends and behaviour to plan furtherfundraising activities using results based evidence, including supporterfeedbackP2 review and appraise the organisation's communication strategy toensure this continues to meet the needs of supportersP3 check appropriate systems are in place to provide data on thedevelopment and retention of supporters in line with organisationalrequirementsP4 calculate and interpret key loyalty metrics to inform decision-makingP5 segment the existing supporter base in line with your organisation’sfundraising strategy61 | P a g e

P6P7P8P9develop and implement a relationship fundraising strategy for eachsegment, reflecting supporter value to the organisation and theavailable resources which contributes to meeting the organisation’sfundraising objectivesrecommend changes to the fundraising portfolio, and ensure that theactivities available are those capable of generating the highest levels ofsupporter loyalty, to contribute to meeting the organisation’s fundraisingobjectivesidentify multiple ways in which supporters of the organisation could beencouraged to engage with the organisation to contribute to meetingthe organisation’s fundraising objectivescheck that all the members of your team understand the impact thatsupporter loyalty has on meeting the organisation’s fundraisingobjectivesKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4the aims, ethics, culture, past history and mission of your organisationthe deadlines and scope of your workresults and evaluations or recommendations of past fundraisingactivitiesthe resources at your disposal includingK4.1 staffK4.2 volunteersK4.3 timeK4.4 moneyK4.5 specialist adviceSector specificYou need to know andunderstand:62 | P a g eK5K6K7K8K9K10K11K12the determinants of supporter loyalty, including the role of satisfaction,commitment and trustmethods of supporter segmentation and how to evaluate the viabilityof each segmentthe principles and practices of relationship fundraising appropriate tothe fundraising field in which you workthe impact of legislation, regulation and codes of practice on supporterretention and development activity and where to seek informationregarding these issueshow to interpret secondary sources of fundraising datahow to commission and interpret primary fundraising researchkey retention metrics and how to calculate and interpret themhow to monitor fundraising progress and ensure that plans conform tostrategic goals

K13K14K15K16the importance of raising money from existing supportershow to upgrade levels of giving and reactivate supporters that havestopped givinghow to communicate with and motivate staff, so that they develop skillsappropriate to their development rolehow to write a clear and comprehensive retention plan and strategyAdditional InformationGlossaryLoyalty metrics refers to analytic tools such as retention or attrition rates,lifetime return on investment, lifetime value and levels of supporter satisfactionRetention metrics refer to analytic tools such as net income, return oninvestment, response rates, average gifts, attrition rates and supporter lifetimevalueSegmentation and profiling refers to ways of segmenting the donor marketto ensure that each group, or segment, can be marketed to in a way that willmaximise their support. Building up a ‘profile’ of each donor segment or groupenables the fundraiser to build a picture of what might appeal to each group,thereby targeting them more effectively.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.63 | P a g e

SFT F20Monitor and evaluate fundraising performanceOverviewThis standard is about monitoring and evaluating your organisation'sfundraising strategy and the level of performance being achieved.Circumstances may change between the preparation of a fundraising audit, theco-ordination of the various plans involved in the strategy, and between theinitial launch and ongoing delivery of the strategy or tactics.To be able to cope with such changes you must be able to review and reviseyour approach and take action to improve the effectiveness of the fundraisingeffort.There are two elements1 Monitor and evaluate delivery of your fundraising strategy2 Review and amend your fundraising strategyFindings from the evaluation of fundraising performance are likely to inform andadd value to your organisation’s overall performance evaluation.This standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaMonitor and evaluate delivery of your fundraising strategyYou must be able to:P1P2P3P4P5P6determine performance indicators and measures against which thefundraising strategy or tactics can be assessed, using relevant analytictoolsmonitor and evaluate the impact of internal and external factors on theperformance of the organisation’s fundraising strategyidentify timescales, expenditure and income targets and review thecontent of plans devised to achieve themseek feedback from those involved in the implementation of thestrategy, including supporters, to inform future practicemonitor fundraising performance in line with organisationalrequirementsevaluate fundraising performance against the indicators and measures64 | P a g e

P7agreedensure that the delivery of the fundraising strategy is in line with theorganisation's wider aims and objectivesReview and amend your fundraising strategyYou must be able to:P8P9P10P11P12P13P14P15establish which aspects of your organisation’s fundraising activity areperforming according to the strategy and which aspects may benefitfrom amendmentidentify any amendments to the strategy required as a consequence ofchanges to the wider organisation's aims and objectiveslisten and respond to feedback from others in your organisation on thesuccess and failure of the individual and overall plansagree with members of your team changes needed to fundraisingactivity based on the evidencerevise the measures and review dates and record the modifications inline with organisational requirementsinform all those involved in the implementation of the strategy of themodifications made, in line with organisational requirementsuse indicators and measures to inform future fundraising activitypromote the evaluation of fundraising activities and its importance tothe organisation in maintaining organisational sustainabilityKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8K9K10your responsibilities and authority including boundaries and anyoverlaps with others' responsibilities and authorities, including higherlevel managers and trusteesthe organisation's culture with respect to fundraisingfundraising objectives and the strategy devised to achieve theseobjectivesdetailed plans, prepared in accordance with the overall strategy,including contingency plansprojected levels of funding or resources anticipatedactual levels of funding or resources attracteddifferent types of funding and resources attractedcriteria for assessing the performance of the strategyresources which can be applied to the implementation of the strategyprocedures for implementing amendments and revisions to the strategy65 | P a g e

You need to know andunderstand:Sector specificK11K12K13K14K15performance indicators or measures applicable to fundraisingthe interpretation of published accounts and management accountingreportsthe distinction between restricted, unrestricted and designated fundslegislation, regulations and codes of practice applicable to monitoringfundraising strategyexternal benchmarking tools, where they existGeneralYou need to know andunderstand:K16K17K18K19the importance of monitoring and evaluating and their impact on shorttermand long-term financial performancethe importance of consulting with colleagues and other stakeholders indeveloping indicators and measuresprinciples and practice of providing constructive feedback to othersthe importance of promoting the success of fundraising activities andprogrammesAdditional InformationGlossaryAnalytic tools can be used to evaluate or analyse the performance offundraising, including tools such as1 total net income raised2 benchmarking performance against that of competitors or market leaders3 social return on investment.Performance indicators applicable to fundraising include1 return on investment models2 post investment appraisals3 actual performance versus objectives4 Recency Frequency Monetary values5 donor lifetime value models6 retention or attrition ratesRestricted or unrestricted funds refer to any conditions that may be placedon funds raised by the organisation. A donor can place a restriction on theirgift by stating that it can only be used to fund a specific project or activity.These funds are known as restricted. Unrestricted funds can be freely spentby the Trustees in furtherance of the charity’s objects.66 | P a g e

External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.67 | P a g e

SFT F21Manage fundraising resourcesOverviewAs someone in control of fundraising you will be accountable for themanagement of resources allocated to this task. You will be required tomonitor, review and oversee an overall budget and the distribution andutilisation of non-financial resources, including material, technological, andhuman resources.When monitoring reveals areas where resources could be allocated moreeffectively or additional resources are required it is your responsibility todetermine the most appropriate allocation or re-distribution of resources,recommend and implement the changes. You must also ensure that inmanaging your resources you take proper account of the risks inherent in eachactivity. This requires an evaluation of all risks, not just financial ones.There are three elements1. Allocate fundraising resources for maximum effect2. Monitor the fundraising resource allocation3. Review and reallocate fundraising resourcesThis standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaAllocate fundraising resources for maximum effectYou must be able to:68 | P a g eP1P2P3P4P5identify the full range of fundraising activities that are planned or arealready taking placeidentify what resources are required to facilitate fundraising activitiesand the budget allocated for themconduct a risk assessment of the activities, includingP3.1 any risks for which full health and safety risk assessments will berequiredP3.2 any risks that impact on the insurance cover availablecompare the scope of resources available to determine whether gapsexist, and whether additional resources may be required to facilitatesuccessful fundraising performanceensure resources are allocated in accordance with:P5.1 the skills base within your organisationP5.2 the time frame within which you are operatingP5.3 agreed organisational and fundraising priorities

P6P7P5.4 your budgetP5.5 acceptable levels of riskP5.6 the ethical policy of your organisationidentify and build in contingencies to cope with necessary changesconsult with and communicate your decisions to those who willimplement them in line with organisational requirementsYou must be able to:You must be able to:Monitor the allocation of fundraising resourcesP8P9P10establish a time and logistical cycle to review fundraising resourceallocations in line with organisational requirementsidentify how resources are utilised, in line with organisationalrequirementsseek feedback on how resources are allocated to inform future activityReview and reallocate fundraising resourcesP11P12P13P14P15P16identify discrepancies between projected and actual fundraisingactivitiesdetermine areas where resources might be re-allocated or whereadditional resources are required to help achieve fundraising objectivesrevise resource allocations and present your recommendations to yourline manager or relevant people in line with organisational requirementsfit any reallocation of human resource with the expertise and personaldevelopment plans of individualsnegotiate the reallocation of resources with those who will implementyour decisions, in line with organisational requirementsamend your budget to reflect any reallocation of resources, in line withorganisational requirementsKnowledge andunderstandingContext specificYou need to know andunderstand:69 | P a g eK1K2K3K4K5K6K7K8K9the aims, ethics, culture, past history and mission of your organisationthe scope of your task, the responsibilities and limits of your authoritythe fundraising strategy and the purpose and relative value of theactivities plannedthe resources currently allocated to activitiesthe types of changes that may need to be undertaken to ensure thesafety of fundraising activitieswhat appropriate documentation, including insurance cover, may berequiredwho to instruct to undertake health and safety risk assessmentsthe budget at your disposal and how to monitor and oversee itsallocationsorganisational guidelines and procedures for the preparation andapproval of budgets

K10K11K12organisational guidelines and procedures for monitoring and reportingof performance against budgets and revising budgetsthe performance to date of the planned fundraising activity and anyamendments to the activity schedule and projected outcomeshow to ensure that the expertise, experience and personaldevelopment plans of all colleagues involved in the delivery of thefundraising strategy, both paid and unpaid, are taken into accountwhen reallocating resourcesSector specificYou need to know andunderstand:K13legislation, regulations and codes of practice applicable toK13.1 personal accountability and the management of resourcesK13.2 organisational accountability and the management of resourcesGeneralYou need to know andunderstand:K14K15K16K17how to negotiate resource re-allocation whilst maintaining good workingrelationsthe main causes of variances, how to identify them and the correctiveaction which could be taken to address themthe importance of providing regular information on the performance ofyour area to relevant peoplehow to encourage colleagues to think about ways of reducingexpenditure and increasing incomeAdditional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.70 | P a g e

SFT F22Plan and co-ordinate joint working for fundraisingOverviewThis standard is about working effectively with other functions within yourorganisation and with other organisations. It includes establishing andmonitoring shared goals and effective working relationships.This standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaYou must be able to: P1 identify business functions within your organisation or in externalorganisations, and key stakeholders within these, relevant toachieving your fundraising aims and objectivesP2 establish stakeholders’ interest in and understanding of yourfundraising aims and objectives to secure their involvement in line withorganisational requirementsP3 recognise and respect the roles, responsibilities, interests andconcerns of the stakeholders in other business functions ororganisationsP4 consult with stakeholders in relation to key decisions and activities,taking account of their views, including theirP4.1 prioritiesP4.2 expectationsP4.3 attitudesP5 identify and resolve conflicts of interest and disagreements withstakeholders in ways that minimise damageP5.1 to work or activitiesP5.2 to the individuals involvedP5.3 to the organisationP6 create agreements with stakeholders in line with organisationalrequirements includingP6.1 service level agreementsP6.2 partnership agreementsP6.3 memorandum of understanding agreementsP7 undertake actions agreed with stakeholders in line with the terms ofany agreements madeP8 advise stakeholders of difficulties or where it will be impossible to fulfilagreed actions in line with the terms of any agreements madeP9 monitor the effectiveness of the cooperation across business functionsand other organisations in achieving the organisation's fundraising71 | P a g e

P10P11objectivesidentify areas where cooperation has proved effective and share anylearning from this with the stakeholders involvedidentify areas where cooperation has not proved effective and addressany area of concern with those involved, in line with agreements withstakeholdersKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7K8K9the aims, ethics, culture, past history and mission of your organisationthe ethical policy of your organisation as it applies to joint working forfundraisingthe scope of your task, the responsibilities and limits of your authoritywork roles and responsibilities of individuals and stakeholdersthe identified information needs of stakeholdersmechanisms for consulting with all stakeholders on key decisions andactivitiesplanning and decision making processes of all stakeholderspower, influence, politics and management culture of all stakeholdersmechanisms for monitoring and reviewing the effectiveness of workingrelationships between all stakeholdersYou need to know andunderstand:You need to know andunderstand:Sector specificK10K11GeneralK12K13K14K15K16K17fundraising legislation, regulations and codes of practicedevelopments, issues and concerns of importance to stakeholders inthe sectorthe different functions in all stakeholders and their roles andresponsibilities in achieving overall aimsthe reasons why there may be conflicts and misunderstandingsbetween stakeholders and how such conflicts may be resolvedprinciples of effective communication and how to apply themhow to consult, communicate and coordinate in relation to keydecisions and activitiesthe importance of taking account of the views of all stakeholders andbeing transparent in decision makinghow to identify and meet the information needs of stakeholders72 | P a g e

Additional InformationGlossaryStakeholders refer to people inside and outside the organisation who havean interest in plans for joint fundraising activities. These may includecolleagues, trustees, donors or partners from other organisations, amongstothers.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.73 | P a g e

SFT F23Promote public trust and confidence in fundraisingOverviewThis standard requires you to demonstrate that you take steps to ensure thatyour organisation is accountable and transparent in communicating withsupporters. It requires you to consider broader issues that might impact on thepublic trust, such as your organisation’s ethical policy and the environmentalimpact of your fundraising practice. It also requires you to recommendchanges, as appropriate, to your Trustees.This standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaYou must be able to: P1 check that you and members of your team adhere to the Institute ofFundraising's code of professional conductP2 check that all fundraising activity for which you have responsibilitymeets the requirements of legislation, regulation, code of practice andyour organisation’s ethical policyP3 give donors, beneficiaries and other stakeholders a clearunderstanding of how your non-profit organisation works, its missionand its fundraising, in line with organisational requirementsP4 respect the reasonable requests of donors and other stakeholders forinformation, in line with legal and organisational requirementsP5 check that all members of your team are able to answer commonquestions posed by donors, beneficiaries, the public and the media, inline with organisational requirementsP6 check that all fundraising communications contribute to explaining howthe organisation operates and what it has achieved, in line withorganisational requirementsP7 check that there are systems in place to generate data in respect of thecosts of fundraising, in line with organisational requirementsP8 identify how supporters would like to be communicated with and wherepossible seek to comply with their requests, in line with organisationalrequirementsP9 check that a complaints procedure is in place and that it is clear tosupporters and the public how this may be instigatedP10 check that a procedure is in place to deal with supporter enquiries andconcerns, in line with organisational requirementsP11 check that supporter feedback is encouraged and used to inform futureactivity, in line with organisational requirements74 | P a g e

Knowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3the aims, ethics, culture, past history and mission of your organisationthe scope of your role, responsibilities and limits of your authorityyour organisation’s ethical policy and why it is important to have oneSector specificYou need to know andunderstand:K4K5K6K7K8K9K10why accountability and transparency are importantthe key drivers of trust in an organisationthe reputational risks an organisation faces if it engages in unethical orother forms of poor fundraising practicethe legislation, regulation and codes of practice impacting onfundraising activity and where to seek information regarding theseissues.the requirements of self regulation and work of self regulatory bodieshow to calculate and explain the costs of fundraising incurred by yourorganisationthe difference between restricted and unrestricted funds and thefundraising implications of soliciting themGeneralYou need to know andunderstand:K11K12K13how to establish a complaints handling procedurecurrent trends in respect of public attitudes towards the not for profitsectorhow to collect and make use of a wide range of supporter feedback75 | P a g e

Additional InformationGlossaryAccountability refers to being responsible to someone for actions taken,about being able to explain, clarify and justify actions. It implies that someonehas a right to know and hold an organisation to account and that theorganisation has a duty to explain and account for its actions.Transparency refers to being easy to understand and being open, frank andhonest in all communications, transactions and operations.Ethical policy refers to a statement which defines the principles on which thecharity bases its involvement with third party organisationsRestricted and unrestricted funds refer to any conditions that may beplaced on funds raised by the organisation. A donor can place a restriction ontheir gift by stating that it can only be used to fund a specific project oractivity. These funds are known as restricted. Unrestricted funds can befreely spent by the Trustees in furtherance of the charity’s objects.External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.76 | P a g e

SFTF 24Provide leadership in your area of responsibility (CFAM&LBA2)OverviewThe standard is about providing direction to people in a defined area or part ofan organisation and motivating and supporting them to achieve the vision andobjectives for the area.This standard is relevant to managers with responsibility for leading asignificant area within the organisation. CFAM&LBA1 Lead your organisationand CFAM&LBA3 Lead your team are complementary standards for seniormanagers and team leaders, respectively.This standard links closely to other operational standards, such asCFAM&LBA9 Develop operational plans and CFAM&LFA2 Implementoperational plans.PerformancecriteriaYou must be able to:77 | P a g eThis standard is imported from CfASkills.P1P2P3P4P5P6P7P8P9Engage people within your area of responsibility in defining its directionand committing their energies and expertise to achieving its results.Clearly and enthusiastically communicate a vision and shared values ofwhere your organisation is going.Ensure people understand how the vision, objectives and operationalplans for your area link to the vision and objectives of the overallorganisation.Steer your area successfully through difficulties and challenges.Develop a range of leadership styles and apply them appropriately topeople and situations.Communicate regularly and effectively with all the people working withinyour area and show that you listen to what they say.Encourage people to take responsibility for their own development needs.Give people support and advice when they need it especially duringperiods of setback and change.Motivate and support people to achieve their work and developmentobjectives and provide recognition when they are successful.P10 Empower people to develop their own ways of working and take their owndecisions within agreed boundaries.P11 Encourage people to take the lead in their own areas of expertise andshow willingness to follow this lead.P12 Win, through your performance and behaviour, the trust and support ofpeople.

Knowledge andunderstandingYou need to know andunderstand:General knowledge and understandingK1How to engage people within your area of responsibility in defining itsdirection and committing their energies and expertise to achieving itsresults.K2 The differences between managing and leading.K3K4K5K6K7K8K9How to create a compelling vision for an area of responsibility.How to select and successfully apply different methods forcommunicating with people across an area of responsibility.Different leadership styles and how to select and apply these to differentsituations and people.How to get and make use of feedback from people on your leadershipperformance.Types of difficulties and challenges that may arise and ways of identifyingand addressing them.How to create and maintain a culture which encourages and recognisescreativity and innovation.The importance of encouraging others to take the lead and ways in whichthis can be achieved.K10 How to empower people effectively.K11 How to select and successfully apply different methods for encouraging,motivating and supporting people and recognising achievement.Industry/sector specific knowledge and understandingYou need to know andunderstand:K12 Legal, regulatory and ethical requirements in the industry/sector.You need to know andunderstand:Context specific knowledge and understandingK13 Individuals within your area of responsibility, their roles, responsibilities,competences and potential.K14 Your own values, motivations and emotions.K15 Your own strengths and limitations in the leadership role.K16 The strengths, limitations and potential of people that you lead.K17 Your own role, responsibilities and level of authority.K18 The vision, objectives and culture of the overall organisation.K19 The vision, objectives, culture and operational plans for your area ofresponsibility.K20 Types of support and advice that people are likely to need and how torespond to these.K21 Leadership styles used across the organisation.78 | P a g e

BehavioursWhen performing tothis standard, you arelikely to demonstratethe followingbehaviours:Skills1 Listen actively, ask questions, clarify points and restate or rephrasestatements to check mutual understanding2 Make time available to support others3 Support others to make effective use of their abilities4 Encourage others to take decisions autonomously, when appropriate5 Recognise the achievements and success of others6 Encourage and welcome feedback from others and use this feedbackconstructively7 Act within the limits of your authority8 Refer issues outside the limits of your authority to appropriate people9 Show integrity, fairness and consistency in decision-making10 Take personal responsibility for making things happen11 Protect your own and others’ work against negative impacts12 Seek to understand people’s needs and motivations13 Create a sense of common purpose14 Communicate a vision that inspires enthusiasm and commitment15 Model behaviour that shows, and inspires others to show, respect,helpfulness and cooperation16 Use a range of leadership styles appropriate to different people andsituationsWhen performing tothis standard, you arelikely to demonstratethe following skills:CoachingCommunicatingConsultingDecision-makingEmpoweringEvaluatingFollowingInfluencingLeadershipLeading by exampleManaging conflictMotivatingObtaining feedbackPersuadingPlanningPresenting informationPrioritisingProblem solvingProviding feedbackSetting objectivesValuing and supporting others79 | P a g e

SFT F25Work with trustees to enhance fundraising successOverviewThis standard is about involving trustees in your organisation’s fundraisingactivity in ways that are appropriate to their role and the size or structure ofyour organisation.It is about ensuring that these individuals understand the role that they mightplay in enhancing the performance of the fundraising function. This is likely torelate to their strategic responsibilities as trustees, including developing ethicalpolicies or managing reputational risks which could arise from poor fundraisingpractice. It may also involve trustees in advising on and assisting withappropriate forms of fundraising, such as events, major gift or capital appeals,amongst others.There are three elements1. Support trustees in providing strategic direction for fundraising activity2. Involve trustees in fundraising activity3. Report to trustees on fundraising performanceThis standard is appropriate for people in leadership positions responsible forthe development and overview of your organisation’s overall fundraisingstrategy.PerformancecriteriaSupport trustees in providing strategic direction for fundraising activityYou must be able to:P1P2P3P4involve trustees in the development of your organisation’s fundraisingstrategy in line with the wider organisational strategic plansupport trustees in developing key policies important to maintaininghigh standards of fundraising practice in line with legislation, regulationand code of practicecheck that trustees understand the importance of transparency andaccountability in the public reporting of fundraising results in line withlegislation, regulation and code of practiceinvolve trustees in updating your organisation’s fundraising strategyusing results from your evaluation of fundraising performanceInvolve trustees in fundraising activityYou must be able to:80 | P a g eP5P6identify ways in which trustees can contribute to fundraising activityusing their skills and contactsseek agreement from trustees about any roles they will take in carryingout fundraising activities in line with their legal, ethical andorganisational responsibilities

You must be able to:Report to trustees on fundraising performanceP7P8P9P10provide reports on the performance of the organisation's fundraisingfunction to help trustees review on-going performance, includingP7.1 the key drivers of fundraising performance in your organisationP7.2 summary statistics, including relevant metricsP7.3 an explanation of the pattern of performance achieved,highlighting strengths and weaknesses in performancesupport trustees in using the information provided to take action toimprove performance, in line with your role and responsibilitiesrespond appropriately to requests from trustees for additionalinformation or clarification, reducing any misconceptions ormisunderstandings about the operation of the fundraising functiondemonstrate how your fundraising strategy and activity help to developand maintain positive relationships with supporters, and providebenefits to your organisationKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5K6K7the aims, ethics, culture, past history and mission of your organisationthe scope of your role, responsibilities and limits of your authoritythe current level of knowledge and understanding among trusteesabout the process of fundraising, typical returns from fundraising andfundraising reportingthe identified information needs of trustees and other stakeholdersthe organisation's planning and decision making processesthe role trustees might play in assisting with or facilitating fundraisingactivitiespower, influence, politics and management culture within theorganisationYou need to know andunderstand:Sector specificK8K9K10K11K12K13K14why accountability and transparency are importantfundraising legislation, regulation, ethics and codes of fundraisingpracticehow to calculate and explain the costs of fundraising incurred by yourorganisationthe difference between restricted and unrestricted funds and thefundraising/legal implications of soliciting themthe importance of donor retention and loyaltycurrent trends in public perceptions of non-profit organisations andcurrent fundraising practicecurrent trends in media perceptions of non-profit organisations andcurrent fundraising practice81 | P a g e

You need to know andunderstand:GeneralK15K16K17K18K19K20potential barriers to promoting the value of fundraising within anorganisation, the reasons for these and methods for overcoming themcommon misunderstandings about the nature of fundraising,fundraising costs and the public reporting thereofthe principles of strategic management and business planningthe importance of corporate social responsibility and how to reflect thiswithin an organisation's fundraising strategythe importance of consulting with colleagues and other stakeholders inpromoting the value of fundraising and how to do this effectivelyhow to develop measures and methods for monitoring and evaluatingthe performance of fundraising and the return on investment achievedAdditional InformationGlossaryKey policies which are important for fundraising include ethical,environmental impact, use of third party suppliers, data protection, health andsafety and volunteer policies.Accountability refers to being responsible to someone for actions taken,about being able to explain, clarify and justify actions. It implies that someonehas a right to know and hold an organisation to account and that theorganisation has a duty to explain and account for its actions.Transparency refers to being easy to understand and being open, frank andhonest in all communications, transactions and operations.Trustee’s skills and contacts can be identified through registers of interests,skills audits or one to one discussions or performance reviews of individualtrustees. These are usually implemented on a regular, often annual basis, aswell as forming part of the induction process for new trustees.Restricted and unrestricted funds refer to any conditions that may beplaced on funds raised by the organisation. A donor can place a restriction ontheir gift by stating that it can only be used to fund a specific project oractivity. These funds are known as restricted. Unrestricted funds can befreely spent by the Trustees in furtherance of the charity’s objects.The benefits of positive relationships with supporters can be demonstrated interms of loyalty (including non-financial support such as volunteering andenhancing organisational reputation) and donor lifetime value to yourorganisation. It is also important for trustees to understand the kinds ofbenefits that supporters may get from their association with your organisation,including feedback about outcomes of the work they are supporting or asense of achievement or feeling valued, amongst others82 | P a g e

External LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.83 | P a g e

SFT FX1Make sure your own actions reduce risks to health and safety(PROHSSS1 (C))OverviewThis Standard is for everyone at work (whether paid, unpaid, full or parttime).It is about having an appreciation of significant risks at work, knowinghow to identify and deal with them.This Standard is about the health and safety responsibilities for everyone atwork. It describes the competences required to make sure that:1 your own actions do not create any health and safety hazards2 you do not ignore significant risks at work, and3 you take sensible action to put things right, including: reporting situationswhich pose a danger to people at work and seeking adviceFundamental to this unit is an understanding of the terms "hazard", "risk" and“control”.PerformancecriteriaIdentify the hazards and evaluate the risks at work:You must be able to:P1P2P3P4P5P6identify which workplace instructions are relevant to your jobidentify those working practices in your job which may harm you orothersidentify those aspects of your work which could harm you or otherscheck which of the potentially harmful working practices and aspects ofyour work present the highest risks to you or to othersdeal with hazards in accordance with workplace instructions and legalrequirementscorrectly name and locate the people responsible for health and safetyat workYou must be able to:Reduce the risks to health and safety at work:P7P8P9control those health and safety risks within your capability and jobresponsibilitiescarry out your work in accordance with your level of competence,workplace instructions, suppliers or manufacturers instructions andlegal requirementspass on suggestions for reducing risks to health and safety to theresponsible people84 | P a g e

P10 make sure your behaviour does not endanger the health and safety ofyou or others at workP11 follow the workplace instructions and suppliers' or manufacturers'instructions for the safe use of equipment, materials and productsP12 report any differences between workplace instructions and suppliers'or manufacturers' instructionsP13 make sure that your personal presentation and behaviour at work:P13.1 protects the health and safety of you and others,P13.2 meets any legal responsibilities, andP13.3 is in accordance with workplace instructionsKnowledge andunderstandingYou need to know andunderstand:K1 what “hazards” and “risks” areK2K3K4K5K6K7K8K9your responsibilities and legal duties for health and safety in theworkplaceyour responsibilities for health and safety as required by the lawcovering your job rolethe hazards which exist at work and the safe working practices whichyou must followthe particular health and safety hazards which may be present in yourown job and the precautions you must takethe importance of remaining alert to the presence of hazards in thewhole workplacethe importance of dealing with, or promptly reporting, risksthe responsibilities for health and safety in your job descriptionthe safe working practices for your own jobK10 the responsible people you should report health and safety matters toK11 where and when to get additional health and safety assistanceK12 your scope and responsibility for controlling risksK13 workplace instructions for managing risks which you are unable todeal withK14 suppliers’ and manufacturers’ instructions for the safe use ofequipment, materials and products which you must followK15 the importance of personal presentation in maintaining health and85 | P a g e

safety at workK16 the importance of personal behaviour in maintaining the health andsafety of you and othersAdditionalInformationGlossary86 | P a g eControl(s): the means by which the risks identified are eliminated or reducedto acceptable levels.Hazard: a hazard is something with the potential to cause harm (this caninclude articles, substances, plant or machines, methods of work, the workingenvironment and other aspects of work management)Notice: includes all types of enforceable statutory document which may bedrafted and served on a duty holder, such as improvement, prohibition anddeferred prohibition notices, notices of taking into possession or to leaveundisturbed, notices under the Food and Environment Protection Act and theControl of Major Accident Hazards Regulations, as well as approvals andlicences, and associated notices of withdrawal, amendment or extensionPersonal presentation: this includes personal hygiene, use of personalprotective equipment, clothing and accessories suitable to the particularworkplaceProcedures: a series of steps, instructions and/or decisions, a task. Thisincludes the documentation prepared by the employer about the procedures tobe followed for health, safety and welfare matters. Instructions covering, forexample:1 the use of safe working methods and equipment2 the safe use of hazardous substances3 smoking, eating, drinking and drugs4 what to do in the event of an emergency5 personal presentationRisk: a risk is the likelihood of potential harm from that hazard being realised.The extent of the risk depends on:1 the likelihood of that harm occurring;

2 the potential severity of that harm, i.e. of any resultant injury or adversehealth effect; and3 the population which might be affected by the hazard, i.e. the number ofpeople who might be exposed.Stakeholders: is any person(s) or group with an interest in an organisation,which may include, employees (at any level), duty holders. employeerepresentatives, contractors, customers, community87 | P a g e

SFT FX2Use information technology effectively in fundraisingOverviewThis standard concerns the effective use of IT and supporter and contactdatabases in fundraising. IT systems and tools underpin the majority offundraising functions, and it is essential to be aware of the importance,potential and limitations of each in facilitating effective fundraising activity. Asupporter or contacts database is likewise a key tool, especially in individualfundraising and direct marketing.You will need to develop a working knowledge of the IT tools and systemsavailable within your organisation, and an awareness of how these could beaugmented or developed to assist in fundraising. You will also need tounderstand, use and be able to brief others in the use of any supporter andcontacts database system that is available to you. It is likely that thedevelopment and maintenance of the organisation's IT and database resourceswill be someone else's responsibility.There are two elements1 Use IT tools effectively in fundraising2 Use supporter and contacts databases effectively in fundraisingThis standard is appropriate for people involved in fundraising at all levels.PerformancecriteriaUse IT tools and systems effectively in fundraisingYou must be able to:P1P2P3P4P5P6P7demonstrate your ability to use the IT tools available to the fundraisingfunction within your organisation in line with your roles andresponsibilitiesidentify the type and quality of IT resources you need to meet youragreed fundraising objectivesidentify any shortfall between required and allocated IT resources inline with your roles and responsibilitiesresearch and benchmark the effective use and development of IT toolswithin fundraising in your organisation in line with your roles andresponsibilitiesdiscuss your research findings with the relevant people andrecommend changes in the allocated IT resources in line with yourroles and responsibilitiesseek information or training required to stay up to date on thedevelopment of IT tools in line with organisational proceduresaccess IT specialists or supporting services to overcome any difficultiesor potential difficulties in using IT systems and technologies88 | P a g e

Use supporter and contacts databases effectively in fundraisingYou must be able to:P8P9P10P11P12identify the type and quality of data you need to meet your agreedfundraising objectivesidentify any shortfall between required and allocated databasefunctionality to help meet fundraising objectivesdiscuss with and recommend changes relating to databasefunctionality to the relevant people in line with meeting theorganisation’s fundraising objectivesresearch and benchmark the effective use and development ofsupporter and contacts databases in fundraising in line with meetingthe organisation’s fundraising objectivesimplement requirements of data protection legislation, codes of practiceand your organisations policies and proceduresKnowledge andunderstandingContext specificYou need to know andunderstand:K1K2K3K4K5the relevant person within the organisation to consult with or approveany changes toK1.1 IT resources or proceduresK1.2 database resources or proceduresthe relevant person within the organisation to discuss or implement ITor database training requirements for you and your immediatecolleaguesthe structure, content, basic functionality, value, potential andlimitations of supporter and contacts databases in your organisationplanned IT and database developments within the organisation thatmight impact on fundraising performancewhat existing support agreements, policies and processes are in placeSector specificYou need to know andunderstand:K6K7the impact of legislation, regulation and codes of practice regardingdata protection, data storage and the use of data in fundraising andwhere to seek information regarding these issueswhere and how to source information on the use of supporter andcontact databases and IT tools in fundraising in relation toK7.1 benchmarkingK7.2 best practiceK7.3 competitors’ practice89 | P a g e

Additional InformationExternal LinksThe Institute of Fundraising’s Code of Fundraising Practice and theInternational Statement of Ethical Principles in Fundraising should be readalongside this NOS.90 | P a g e

Skills-Third Sector is an independent charity formed in 2008 to help charities,social enterprises and voluntary organisations to address skills gaps and promotea strategic approach to workforce development.We aim to support the development of a third sector workforce that is ambitious,capable and adaptable in achieving the objectives of the organisations they workfor and the communities they serve.Skills – Third Sector is responsible for National Occupational Standards for: Fundraising Trustees and Management Committee members Volunteer Management Campaigning Development WorkersFor further information contact: info@skills-thirdsector.org.ukwww.skills-thirdsector.org.ukRegistered charity in England and Wales no: 0665945391 | P a g e