Member feedback about the Chartered Institute of Fundraising’s performance and engagement

Foreword from Katie Docherty, Chief Executive

It has been a privilege to hear from so many members and fundraisers during the series of roundtables that we have held in Autumn/Winter 2021 and to receive feedback from other sources too.

I would like to thank each and every one who took part or contributed – around 300 members in the roundtables – and the constructive manner in which you shared your views, thoughts, and comments about the Chartered Institute and our next steps.

I have learnt a lot from you, as well as hearing your challenges and expectations of your professional membership body.  The roundtables, alongside thoughts gathered through an online form, and other feedback and views that have been shared through forums and channels, have given us a rich and informed base from which we will be developing our new strategy that will launch during 2022.

With best wishes
Katie Docherty
December 2021

Introduction

This report presents the key themes that were raised by Chartered Institute members and stakeholders in a series of roundtables that took place in the Autumn/Winter of 2021.

These roundtables were organised as a response to the public scrutiny, challenges, and questions from members that the Chartered Institute received during 2021, including at our AGM and subsequent member Q&A session. At those events, we heard that members wanted clarity on the Chartered Institute’s vision and purpose and have asked how the organisation intends to build back its reputation following its handling of allegations of sexual harassment. Some members also expressed the view that the Chartered Institute is not a listening organisation.

In order to build our next strategy a series of roundtable meetings were held to listen to concerns and questions from members, to understand what they think is working well, and also to hear their thoughts, views and ideas about what they need for the future. The new permanent Chief Executive of the Chartered Institute, Katie Docherty, attended the roundtable meetings.

The report below presents the key themes that were raised at those roundtables, as well as additional feedback that has been gained through:

• A online feedback form available on the Chartered Institute website.
• A feedback forum independently arranged and facilitated by Chartered Institute Fellow, Beth Upton.
• A survey asking members to share their views on the desired attributes of a new Chair of Trustees, and their key priorities

The Chartered Institute’s Board of Trustees has been presented with a full report from the roundtables and the additional feedback that we have received. Thank you to the approximately 300 people who participated in the roundtables, the volunteers who hosted the meetings, and to everyone who provided additional feedback through the online form or other forums.

Key themes

The series of roundtables organised by the Chartered Institute pose the same three questions and the key themes raised are summarised under each. Additional views and comments from other sources of feedback have been included under these questions.

Question 1 - What is not working?

Key themes:

• Lack of purpose, vision and strategy
  Some members feel that the Chartered Institute has lost its way. Why does it exist and who is it here to serve?
   
• Not prioritising members’ needs
  Some feel that the Chartered Institute is disconnected from the wants and needs of members, does not have a compelling proposition, and doesn’t consider the member experience.
   
• Inadequate support for volunteers
  Volunteers want to deliver for other fundraisers on behalf of the Chartered Institute, but feel they do not receive enough recognition or the support they need to do this.
   
• Insufficient leadership on cultural, safeguarding and EDI
  Cultural change is needed within the sector to make it safer and more diverse, and members expect strong leadership from the Chartered Institute and more impact from EDI activity.
   
• Not listening and poor communications
  A lack of openness, inadequate member consultation and communication and a failure to publicly represent the fundraising community consistently well.
   
• Systems, infrastructure and processes are not fit for purpose
  The organisation makes it hard for prospective and existing members to engage with it due to weak or poorly configured IT, tools, processes and staff resources.

 Question 2 - What is working?

‘An opportunity to highlight all that the Chartered Institute offers that adds value to members and stakeholders.’

Key themes:

• Professional development
  Qualifications, CPD and the potential for Chartered Member status was highlighted as an important part of the reason for many to be members
   
• Resources
  Access to tools, guides, guidance, and people to enhance the performance of fundraisers was valued
   
• Events
  Quality events enable learning and networking opportunities which supplement more formalised development. Local, virtual and centrally run events were referred to positively
   
• Regional / National / Special Interest Groups
  The crucial role of volunteer-led groups across the UK was highlighted multiple times. They are seen as the face of the organisation and add value to members in a tangible way
   
• Evidence of change
  New leadership, and signs that the Chartered Institute is showing a willingness to listen to members and engage in a fresh way has given hope to many

 Question 3 - What needs to be considered for the future?

‘If we were a brand-new organisation, what would you want the Chartered Institute to be doing to provide value and benefit for both your membership, and for the benefit of the wider sector?’

Key themes:

• Business model
  The imperative to establish a meaningful, sustainable business model which meets stakeholder needs
   
• Building connections
  Shaping and investing in approaches which will engage and bring members with us, recognising the role of volunteers in bringing this to life
   
• A safer, inclusive environment
  Prioritise the wellbeing of people and proactively lead with exemplary principles and practices in the EDI arena
   
• Member proposition development
  Wholesale review of existing proposition, regularly engaging members to co-design what they want and need both now, and in the future
   
• Insight and best practice
  Better use of management information, data and learning to support and educate stakeholders in their objective to deliver excellent fundraising
   
• Partnerships and relationship management
  Explore opportunities to connect, collaborate and deliver alongside trusted partners, while fostering positive relationships within and outside of the sector
   
• External profile-raising
  Position fundraising as a credible, value-adding profession and practice, boldly defending against negative challenge
   
• Internal and external communications
  Better cross team planning and working, and more deliberate, relevant and empathetic communication to external audiences
   
• Improved infrastructure
  Commit to enhancing the systems, tools and processes that hinder members, volunteers and staff

Additional information on the roundtables

Objective of roundtables

The objective of the events was to listen to members’ views on all aspects of the Chartered Institute’s current performance and engagement.

This has primarily focused on obtaining member feedback, however non-members, former members and independent participants have also shared their views.

This additional feedback has been captured through:

• A feedback form available on the Chartered Institute website. There have been 52 submissions to date (made up of approx. 95% individual members, 3% former members and 2% corporate members). A separate staff variant was produced
• A feedback forum independently arranged and facilitated by Chartered Institute Fellow, Beth Upton, in which approximately 100 individuals shared their views within a series of three focus groups. The Chartered Institute was not represented at these events, which included non-members.
• A survey asking members to share their views on the desired attributes of a new Chair of Trustees, and their key priorities

 Methodology

The following approach to the roundtables was used:

• Promoting and hosting five regional individual member roundtable events and one national event for the devolved Nations
• An additional two specific events for corporate members and another two for organisational partners
• One further event was arranged for those with a particular interest in public fundraising. Finally, a specific event for active volunteers within our Regional, National and Special Interest Groups. Twelve ‘external’ events in total.
• One ‘internal’ session was held for Chartered Institute staff
• Approximately 300 individuals participated in the roundtables
• Each session was up to two-hours in length, and all were held virtually. An agenda can be found in Appendix 1 below
• The same questions were posed for discussion in smaller breakout rooms (What is not working? What is working? What needs to be considered for the future?)
• Use of a shared online application (Jamboard) to capture views from event breakout rooms in one place
• They were largely hosted by the volunteer Chairs of both Regional & Nations’ Groups with attendance from Trustees and supported by Chartered Institute staff.
• The events were offered on a first come first served basis for up to 40 people per event
• The events took place between October and December 2021
• The Chartered Institute’s new CEO was invited to all sessions and attended each member roundtable. The staff roundtable had senior leadership representation.

Caveats

• Wherever possible this report has attempted to reflect the views of participants in as accurate a manner as possible whilst avoiding the inevitable repetition of a multi-group exercise.
• Please note the self-selecting nature of these feedback groups. Attendance was available to all members and was communicated directly and through newsletters.

Roundtable agenda