Going it alone



I’ve gone freelance by accident. After having my delightful, gorgeous, exceptionally noisy baby boy, I had fully intended to go back to my role at Toynbee Hall. Then we moved out of London. So, I’ve decided to go it alone.

Having worked as a consultant at NCVO and provided voluntary consultancy support through Small Charities Coalition (which I think is brilliant, btw) I know what I’m signing up for in terms of work, though the reality of the lack of monthly salary is rather alarming.

However, I’m very excited to be starting out on this new adventure. I’m an Associate Consultant with NCVO and aside from that, the work I’ve got lined up so far is varied and challenging, so just up my street.

My work is focused on delivering the best outcomes to people in need. That’s it. I do this by supporting organisations to operate as innovatively and effectively as they can.

I’m good at planning and making things happen. Whether that’s developing a new income stream, a fundraising strategy or writing a costed business plan for a new service.

I’m open to interim management positions and can deliver training.

Get in touch if there’s something that I can help you with.


Gin treat? It’s time to get prepared for Easter, so get involved with this beauty: Gin & Tonic Easter Egg. Well done Prestat, well done.



The first week: Toynbee Hall and Mozart


This week I started as Head of Development at Toynbee Hall. My job is to grow unrestricted income for the organisation, which is likely to come from a mix of corporate, individual and major donor giving, but after just five days, rather unsurprisingly, what that looks like and how we focus our effort, I haven’t yet figured out. Ideas on a postcard, please.

What struck me before I joined Toynbee Hall was that whoever I mentioned it to, they always had something positive to say about it. On top of that, there’s the amazing history: the first university settlement, an impressive alumni including Attlee and Beveridge, and a key player in social reform. Consequently, I’ve been excited to find out more and get going.

Here are the highlights of my first week.

1.    Who is who and what we do

As you’d expect, I met many of the service managers and got a sense of what we do and the impact we have. The complex range of services fit into one of three areas:

  1. Law and money (such as the Free Legal Advice Service)
  2. Learning (such Deesha, English as a second language)
  3. Wellbeing (such as Dignify, a project supporting older people)

I also got to see our City Advice service in action, operating out of a local community centre. A free service to people living in the City who are struggling with legal, welfare benefits or debt problems, I was struck by the impartiality of the advisor and that these people simply have no other place to access the information they need.

Meeting the fundraising and communications team was great – a lovely and smart bunch of people. Hurrah! I started to get a sense of who funds us, why, how much, what for, etc. and began to look at our fundraising communications such as our appeals, thank you letters and the website.

So pretty standard stuff, really. Then all this happened…

2.    Aspire graduation

The graduation ceremony for Aspire provided the perfect opportunity to really get to know Toynbee Hall’s flagship youth service and meet the young people involved.

Aspire works with young people who are lacking in confidence and struggling for various reasons (e.g. bereavement, bullying, family difficulties). It’s an incredible programme that gets young people to connect with each other, express  themselves, and explore new things and ideas. The programme includes circus training and a trip to Jamie’s Farm. It was incredible seeing the changes that these young people have gone through, growing in confidence and being able to express themselves better. An example of this is three of young people speaking at a fundraising event earlier in the week – in front of 500 people; a daunting task for most of us.

3.    Visiting the archive

One of the highlights of my week was chatting to Liz, who works in the archive. Part of the archive is held at the London Metropolitan Archive, but the biggest collection is at Toynbee Hall itself. Liz has spent the last year collecting information from across the organisation and organising it.

It is a gold mine of history about the people of the East End, Toynbee Hall and its influence in social reform. Handwritten diaries, annual reports since 1884, pictures of everything and everyone – tennis matches, smoking debates, and various members of the royal family at Toynbee Hall.

The first thing I laid eyes on was a poster from 1907, advertising one of the Smoking Debates that took place every Thursday – this particular one was about women and the vote. Incredible to think that these debates were taking place in that actual hall.

Liz has also started to map out and research the families that were/are connected the founders, Samuel and Henrietta Barnett. In its first iteration, it’s a beautiful sheet of card with pins and string connecting all the relationships together. At some point, I hope for these names to be gracing Raiser’s Edge.

4.    Having someone sing Mozart to me 

One of our service users wanted to discuss making a contribution to Toynbee Hall so I had a chat with him. In his late seventies, he was actually more interested to discuss his passion for music and his career as a composer than making a donation. Then he then sang a bit of Mozart – an unexpected delight!

5.    Checking out the local area

I’ve been encouraged to get out and about in the local area to see more of borough and the communities that we work with. As I have no sense of direction I decided to wait until the weekend for Mr Crackles, tour guide extraordinaire. Although I’ve lived in Homerton for the last four years, I hadn’t really appreciated (a) how close Poplar, Shadwell and Canary Wharf were to me, (b) how segregated the areas are – mostly split up by huge roads, and (c) how separate worlds live side-by-side. This latter point is epitomised by the homeless people camping outside Toynbee Hall in the council-owned garden, directly opposite the building of luxury apartments.

On our cycle this morning, I took a few pictures. This one a dog amused me – note that it says ‘gentrification’ at the bottom. My interpretation is that this is trying to convey that the population of the area is changing; people with silly dogs are moving in. (I try not to be judgemental – each to their own, etc. – but if you think that dogs should go in a handbag, it’s going to happen.)

Silly dog

So it was a busy kind of week: all of the above, plus finding out that we get a 5% discount at the on-site Arts Café and discovering the foods vans down Petticoat Lane; a guilty pleasure for lunchtimes. Over the next few weeks I’ll be doing more of the same plus my favourite thing – planning to plan.


Gin O’clock?

This is a real cop-out and it has been pointed out to me that this is not a cocktail, but it’s proper.

Bit of elderflower cordial, shot or two of gin, top up with prosecco.

Consequences include excellent parties and immense headaches.

Fancy something more refined? Check out The Rivington Grill – it has a gin menu. Although the service was shoddy, they earn extra points for using this quote:

“Beloved, we join hands here to pray for gin. An aridity defiles us. Our innards thirst for the juice of juniper. Something must be done.”

Wallace Thurman, Infants of Spring.


Anticipating and managing risk: tips from a three-year-old


On a recent family holiday I introduced my three-year-old niece to The Lion King. She had an outline of the story from a book, but I had the DVD. This was a big deal. The three generations of us (mum, sister, niece) sat down to watch it. My niece watched the film intently and afterwards had a lot of questions, namely to do with the death of Mufasa (who was thrown off a cliff by his brother, Scar). The conversation went a bit like this:

 “Why did Mufasa die?” – “Because he fell off the cliff”

“Why?” – “Because Scar pushed him”

“Why?” – “Because Scar’s not very nice – he was jealous”

“Why?” – At this point, I started to wonder how much you should tell a small child about the complexities of family dynamics. So the answer was pretty much “he just is”.

My niece chose to believe that Scar was an unhappy lion and that his mummy would come and find him and make him better and happy again (not that he got killed by hyenas!) and everyone would live happily ever after. Fair enough – she’s three.

But adults running charities need to be able to answer the ‘Why?’ and ‘What if…?’ questions. We know that there is increasing pressure (and rightly so) for transparency and accountability, but in addition to these external drivers, if you can answer these questions, your organisation is better placed to:

  • learn from the past (‘Why did X happen? What could we do differently next time?)
  • anticipate challenges (‘What if X?); and crucially
  • develop responses to anticipated challenges (‘If X happens, we will Y’)

My experience is that we’re pretty good at learning from the past to inform decisions – particularly in fundraising, where past behaviour informs future asks – but we could perhaps be better prepared for anticipating future challenges, and crucially, how our organisations will respond to them.

My overall thought is one of being able to respond, not react.

Here are some further thoughts on anticipating and managing risk at strategic and operational levels.

Strategy development and scenario planning

Creating and delivering a strategic plan is difficult for various reasons, not least because of the difficulties of setting the path – the key activities, not just a goal or vision – that will be relevant and appropriate in the environment in three or five years’ time.

Many of the strategy documents that I’ve read include analysis of the external environment (usually PEST or PESTLE analysis) to anticipate what context the organisation will be operating in, in the future. Plans are put in place based on this anticipated environment and corresponding risk registers are developed. Good stuff.

Scenario planning takes this a step further by identifying other possible futures. For example, with reduced funding for the arts, arts organisations may want to consider two futures: one with the continuation of funding and another where a core funder withdraws support. Campaigning organisations will hopefully be considering how they will operate after the General Election, developing hypothetical organisational strategies/ responses based on the possible leadership.

Knowhownonprofit has a good guide to scenario planning including an outline agenda for running a workshop on it. It’s written by Caroline Copeman and is rather excellent, hence I won’t go into the detail here – but here’s a brief introduction:

Firstly, create your ‘axes of uncertainty’. These axes should show the best and worst situation in a given scenario. Let’s consider a (hypothetical) hospice in a specific region:

  1. a large volunteer base enables it to be wide-reaching and provide a high standard of service;
  2. a significant proportion of its income is from one funder.

These are possible axes that the hospice might want to consider:


By doing an exercise like this, you will be able to respond better to changes rather than having to react to them. Imagine a pendulum swinging: it will always travel the same path unless it is hit by an external force – if hit, its path will be disrupted it and it is then impossible to know where it will travel. In simple terms, scenario planning helps you to prepare your organisation’s response to being hit sideways.

Operational management – plus, minus, interesting

At an operational level, developing and managing a risk register is really important. By understanding your risks, you can plan to avoid, mitigate or accept them.

Operational risks might be that a celebrity doesn’t turn up to your event, there’s a complaint about a street fundraiser, or the Daily Mail might just have a pop at you. A good risk register (not included here as I’m sure you’ll already have them) developed with other people – not just a project manager – will help to identify such risks but the task sometimes feels a bit of a chore and allocating weightings to probability and impact can feel a bit arbitrary. To be clear, I’m not saying that you shouldn’t do it – you should – but here’s something that you could use to supplement it.

Plus, Minus, Interesting is traditionally a creative tool to help you work out if an idea has legs or not. It draws out the pros and cons, but also the unintended consequences – and when you understand the implications of these unintended consequences, you can manage them or choose to avoid them by doing something differently.

Here’s a brief overview of the tool:

  1. Define your idea or activity: e.g.
  2. Create three columns on a flipchart:
    • plus (pros)
    • minus (cons)
    • interesting (other things that happen as a result of the idea or activity – by-products)
  3. Give each thing that you write in the columns a weighting: + in the plus column, – in the minus column, and +/- in the interesting column
  4. Add up the scores and you’ll get a sense of how the pros and cons balance out, which may inform whether you choose to progress the idea or activity
  5. Now look at the things in the interesting column; pull them out individually and start to consider what the implications are and what your response could be to them

It’s in step 5 where this tool becomes really useful, because you start to consider other possible scenarios – as with scenario planning – and it puts you in a position of being able to anticipate, and to a certain degree, manage these scenarios. Try this exercise the next time you’re creating a risk register; use it to supplement your usual risk register planning and see how it works for you.

To sum things up, the repetitive questions from my niece were a good reminder that we need to remain inquisitive and aware that things might change any day. For some people, change isn’t welcome (you know the ones – “we tried that in 1994 and it didn’t work”) but leaders need to be anticipating and shaping change, not playing catch-up.

So next time you’re doing some strategic planning, think about asking some questions – repeatedly, if necessary – like my niece did about the Lion King and you might uncover some new thinking. Alternatively, you could take her approach to Little Red Riding Hood, which is “I don’t read that any more – it’s really sary (scary)”. But that is not what I’d recommend.


Fancy something delicious and not nutritious?

Gin and tonic sorbet

My colleague Dave sent me this one and I intend to try it over the Christmas break. Sounds like an excellent alternative to more Christmas pudding. Dave suggested that you “should be careful driving afterwards” and by that I think he means don’t. So don’t.

6 oz castor sugar
pared zest and juice of 2 limes
¾ pint of water
6 tbs gin
3/4 pint tonic water (not slimline)
fresh lime and mint to decorate.

Dissolve the sugar in 3/4 pint of water over a moderate heat. Stir in the lime zest and juice and boil for 5 mins to reduce. Set aside to cool, then strain into a freezerproof container and stir in the gin and tonic. Freeze straight away until it is slushy [add another slug of gin here if you fancy it], then beat and return to the freezer. The alcohol prevents it from freezing hard, so just before serving, spoon it out and decorate it with a slice of lime and a mint leaf. Refreshing.

Fundraising for difficult causes: a starting point for small charities


In 2009 I heard Mark Astarita launch the Gill Astarita Fundraiser of the Year Award at the Institute of Fundraising National Convention. In addition to that burning feeling in the throat when you’re trying to keep yourself together, I vividly remember him talking about Gill fundraising for truly difficult causes, including drug and alcohol charity Addaction: “Gill never had much truk with any fundraiser who said their cause was hard to fundraise for”. That speech has stuck with me.

Roll on a few years and I’m going for an interview at a large children’s charity. At the time I was working for an environmental charity and a colleague and friend asked if I had applied because “it’s easier to fundraise for kids”. Of course some causes are easier for people to understand and empathise with, though I imagine that their fundraisers aren’t there for an easy life.

These two separate incidents made me think that perhaps some people simply accept that some causes are difficult to fundraise for. I feel that this is rather defeatist and a barrier to testing new fundraising ideas. Combine this attitude with some of the challenges many small charities face – limited time and resource to divert from front-line services to fundraising – and you’re in a bit of a pickle.

So what can we do to raise income for smaller, more niche charities?

I’m going to talk through what I think is a sensible starting point, giving examples of two different causes. Ideally this approach would be complemented with other work (e.g. external environment and competitor analysis), but if you’re pushed for time and want a starting point, I’d recommend this.

The first charity provides palliative care services. It is based in a deprived area and while there is huge goodwill towards it across the community, nobody has any spare cash. The second is a theatre organisation which aims to democratise the arts. It genuinely transforms the careers of the people it works with, but some perceive the arts to be a rather elitist, particularly given the current climate.

While these organisations are dissimilar in pretty much every way, the approach to their funding strategies is similar. Because whatever the cause, someone will fund it.

What it’s important to understand is:

  1. Which organisations need this service to continue; and/ or
  2. Who cares enough to fund it?

Here’s a suggestion for how you might go about this:

Firstly, consider all your potential funders.

Working through the income spectrum, from donations, grants, contracts to trading, who are the organisations or people that need or care enough to fund your work?

For example: Is it in the interests of business to support you? Is your cause emotive enough to appeal to a large number of individuals? Might your services save the NHS money? Have you got stuff, space or skills you could sell?

This isn’t about chasing the money, it’s just an initial way to start prioritising which income stream(s) to consider pursuing. Remember to consider your organisational strengths too – e.g. if you don’t know any rich people and you’re a niche cause, major donor giving might not be your best trick.

Secondly, determine what the motivations of those potential funders are.

For example, the palliative care organisation is not currently receiving any statutory funding.

Marie Curie estimate the cost for a day of community care at the end of life is £145 compared with £425 for specialist palliative in-patient care in hospital. This represents a saving of £280 a day per person.

“If additional community services were developed to enable even 30,000 patients to reduce their hospital stay by just four days, there would be a potential saving of £34 million.” Alternatively, a compelling message to statutory funders could be the increased cost to the NHS of not funding the service and the organisation ceasing to exist.

Now let’s think about the theatre organisation. Let’s face it: some people have done alright for themselves. Be it through the arts, business or simply through being born. And despite the recession their lives remain pretty much the same. Major donor giving looks like a strong option for this organisation. But why would wealthy people want to give? Because they love the theatre? Because they want to support young people? Because when they were younger, someone gave them the break that they really needed?

Building a sustainable funding strategy is dependent on many factors but I’d argue that taking the time to identify the potential funders with the greatest motivation and ability to give is right up there on the to-do list.

Reflecting back on Mark’s speech which made such an impact on me when I was new to the sector, I wonder if Gill had started out with the mindset that the causes she worked for were difficult and that’s just how it was, she would have pioneered new fundraising techniques such as door-to-door. Would she have raised such significant income? Would she have been considered a leader in the sector? I doubt it.

So let’s leave any defeatism at home, put some strategic thinking behind our fundraising programmes and make the most of what is working in our favour – our cause and our potential funders.


Congratulations! It’s gin time!

The 1873

This is the house cocktail at The Gilbert Scott – the bar adjoining The Renaissance St Pancras. It is, quite simply, delicious.

Acquire these:
250ml Bombay Sapphire gin
200ml cranberry juice
300ml apple juice
10ml rhubarb bitters
7.5ml egg whites, preferably pasteurized

Do this:
Chill the ingredients over night (never in a freezer – how crude!).
Combine the gin, cranberry and apple juices, rhubarb bitters, and egg whites into the siphon.
Serve in a chilled champagne coupe.

I have removed the bit involving a CO2 canister as I don’t feel it’s necessary. I imagine The Gilbert Scott would disagree.