Before recruiting a trusts fundraiser: what to put in place first

Recruiting a trusts fundraiser can feel like the main task. Write the job description, advertise, interview and appoint. But the new fundraiser’s ability to make progress will depend just as much on what is already in place when they arrive.

I have seen people start with a clear case for support, usable budgets, a prioritised pipeline and proper records of previous approaches. They can get going quickly. Others inherit scattered information, old spreadsheets and lists of funders with no explanation of what happened. Much of their first few months is then spent working backwards.

Some preparation before recruitment can save a great deal of time later.

Be clear about what the role needs to achieve

What is the immediate priority?

It might be building a new pipeline, writing applications, managing existing funder relationships and reports, developing a capital appeal or establishing trusts fundraising from the beginning. These require different experience and different amounts of time.

The job description should make the first priorities clear. It should also set out what the charity reasonably expects after three, six and twelve months.

This helps with income targets too. Trust income does not begin on someone’s first day. Applications need research, project development, budgets, internal approval and time for the funder to make a decision. Targets should reflect the strength of the existing pipeline and the likely lead times.

Put the case and evidence in order

A new fundraiser needs a clear explanation of what the charity does, who it supports, why the work is needed and what difference it makes.

This does not have to be a polished case for support. It does need to be accurate, agreed and backed by current figures, examples and costs.

Key documents should be easy to find. These might include annual accounts, budgets, policies, impact information and details of priority projects. It also helps to decide who can answer questions about services and finance, and who will approve applications.

Many applications are delayed because this basic information is difficult to obtain.

Review what already exists

Bring together the current and recent funders, live applications, reporting commitments, previous approaches and existing prospect research.

The charity does not need a complicated system. It needs a consistent record that shows what has been done, what happened and what should happen next.

This review can then produce a manageable set of priorities for the new fundraiser. That is much more useful than handing them a long, unqualified list of trusts and expecting them to work out where to begin.

Give the first three months a purpose

The first few weeks should allow the fundraiser to understand the organisation, test the case for support and check the quality of the existing pipeline.

A useful starting plan might include conversations with key colleagues, a review of the evidence and budgets, urgent application or reporting deadlines and the first funding opportunities to progress.

There should still be room for the fundraiser’s own judgement. The purpose is to give them a strong starting point, not an inflexible system they had no part in creating.

If this preparation reveals that the proposed role is too broad or that some groundwork is missing, it is better to know before recruitment begins. The charity can then adjust the role, prepare the missing information or bring in short-term support.

I help charities review what is already in place, clarify their trusts fundraising priorities and prepare the case, pipeline and working information a new fundraiser will need. This can be a short piece of work before recruitment or support during the early stages of an appointment.