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Campaign counting: smoke and mirrors?

Jul 04, 2019
Campaign counting - no one institution counts in the same way, because no two institutions are exactly the same. A campaign should be about what you value, what behaviour you are trying to encourage, what areas you want to expand, what areas you want to encourage to work together. Whilst it is sometimes a surprise to people outside of fundraising teams that not all of the money in Campaign is philanthropic income, all of those thirteen ways of counting were absolutely credible, based on the above factors. So what are the things you need to consider?

Are fundraising researchers our next sector leaders?

Jul 02, 2019
Halpin Fellow Jason Briggs asks why more prospect researchers are not stealing the leadership limelight. Prospect Research is now one of the fastest growing professions in fundraising. It grew from traditional desk based research, such as profiling potential donors and their gift potential, to prospect management, the process of monitoring a fundraising pipeline, and now sophisticated data analytics and due diligence.

Announcement: Halpin declares climate emergency

Jul 01, 2019
Management consultancy firm Halpin Partnership has declared a climate emergency and set out its response plan.

Asking on the first meeting: good practice, or scandalously impolite?

Jun 28, 2019
If you ask well, politely, with enthusiasm and genuine belief, and in an area they have indicated they are interested in, there should be no way that you can cause offence. You will have set up the meeting in the first place (I hope) by saying that you would like to talk about them, update them on your institution, and talk about their support. If so, not to ask will seem very odd to them. And if you haven’t set up the meeting that way, why are you trying to hide the fact that you would like them to support your organisation financially?

Better to be kind, than to be right?

Jun 27, 2019
In working with Senior Leadership teams and individuals, we will often discuss how they can get the outcome they really want, if they are willing to give up the need to be seen to be right, and to “win”. I have sat in countless meetings where all parties could have walked away with exactly what they wanted, but their need to be publicly seen to be correct got in the way. I have often seen that the need to be “right” holds you back as a leader – you can’t bring people with you if you are only focused on yourself.

University governance: Some interesting questions from America

Jun 25, 2019
In a recent Wonkhe article, Peter Eckel of the University of Pennsylvania raises some interesting questions from American experience. He argues that, “like boards in England, American boards too often have been focused on oversight. It’s the essential stewardship role of governance. Yet, such a narrow focus that reviews reports, signs off on proposals, ensures compliance and ticks boxes is a lost opportunity. Too many boards in America… are mired in mediocrity driven by such a focus.”

A developmental and provocative approach to HE and the arts: an analysis

Jun 18, 2019
One of the most important and indeed provocative papers is Being in Tune: Seeking ways of addressing isolation and dislocation through engaging in the arts. Its intent is to encourage discussion and debate, to allow us the space, time and opportunity to ask challenging questions about the arts and our responsibilities to society so that we can “respond creatively to the massive changes taking place in society.” This “Provocation” is full of passion, energy, ideas, some frustration and just a smidge of righteous indignation.

How Will I Know (if my Development Director is doing a good job)?

Jun 18, 2019
For some reason, the words of the Whitney Houston track, “How Will I Know?” came to mind as I pondered the question, “How will I know if our new Director of Development is doing a good job?” The leader also asked, *“What will the Director of Development need from me?”*. They were acutely aware that success didn’t rest alone with the new Director of Development; the leader had a crucial role to play.