As a volunteer treasurer or member of a committee of management, have you analysed how you receive income for your organisation? Is fundraising part of your income strategy?

Most organisations will simply obtain funds based on what they do.  For example, if you are a kindergarten you will receive enrolment fees.  If you are a sporting club you will receive membership fees.  If you are a community group you may receive fees when people attend your centre or participate in an activity.  In addition, you may also receive recurrent funding from the government for the services you provide to the community.

If you are wondering about the reason for the question about whether you have undertaken an analysis is, let me ask you this.

What would you do if, for example, the level of income dropped, expenses increased or your organisation needed to cover emergency such as a result of storm damage, theft or vandalism?  Also, if you do receive recurrent funding from the government, what would be the impact on the organisation if it ceased?  Robin Hood had to create a whole new income strategy when the circumstances around him changed.  In fact, he had to develop a whole new persona.

In some cases the impact may only be minimal but in the extreme the organisation could be forced to close down.

Fundraising can provide the additional income you need for your organisation to expand operations, for example, through the purchase of new equipment, employ additional staff, renovate facilities or build new premises.

Does your organisation have a formal fundraising strategy?

If not, then it is important for you as a volunteer treasurer or committee of management member to consider developing and implementing a fundraising strategy.  The next series of posts are intended to help you identify issues to consider as part of the development, implementation and management of a fundraising strategy.