National Occupational Standards for Fundraising - Skills - Third Sector

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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
Page 3: SFT F1Assist with planning fundrais
Page 7 and 8: SFT F3Contribute to the development
Page 9 and 10: Additional InformationExternal Link
Page 11 and 12: P11P12discuss and resolve any misun
Page 13 and 14: SFT F5Support the work of your fund
Page 15 and 16: SFT F6Receive and process donations
Page 17 and 18: SFT F7Manage data to support fundra
Page 19 and 20: Additional InformationExternal Link
Page 21 and 22: Knowledge andunderstandingContext s
Page 23 and 24: P8P9P10P11P12check the integrity an
Page 25 and 26: SFT F10Develop and implement a plan
Page 29: SFT F11Develop and implement a plan
Page 33 and 34: P6P7P8P9develop the case for suppor
Page 35 and 36: Additional InformationGlossaryEthic
Page 37 and 38: P9seek authorisation for its submis
Page 39 and 40: SFT F14Develop and implement a plan
Page 41 and 42: Implement your plan for major gift
Page 43 and 44: Additional InformationGlossaryDonor
Page 45 and 46: P5P6P7P8P9P10define the target segm
Page 47 and 48: K20K21K22K23K24both cold and recipr
Page 49 and 50: SFT F16Monitor, enhance and sustain
Page 53 and 54: SFT F17Conduct a fundraising auditO
Page 55 and 56: Additional InformationGlossaryAppro
Page 57 and 58: P4P5P6P7P8P9P3.1 consistent with or
Page 59 and 60: K19K20K21K22how to monitor fundrais
Page 61 and 62: SFT F19Manage supporter retentionOv
Page 63 and 64: K13K14K15K16the importance of raisi
Page 65 and 66: P7agreedensure that the delivery of
Page 67 and 68: External LinksThe Institute of Fund
Page 69 and 70: P6P7P5.4 your budgetP5.5 acceptable
Page 71 and 72: SFT F22Plan and co-ordinate joint w
Page 73 and 74: Additional InformationGlossaryStake
Page 77 and 78: SFTF 24Provide leadership in your a
Page 79 and 80: BehavioursWhen performing tothis st
Page 81 and 82:
You must be able to:Report to trust
Page 83 and 84:
External LinksThe Institute of Fund
Page 85 and 86:
P10 make sure your behaviour does n
Page 87 and 88:
2 the potential severity of that ha
Page 89 and 90:
Use supporter and contacts database
Page 91:
Skills-Third Sector is an independe
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