‘Feel Good’ Fundraising - Spooky Slumber Party

I’ve never had a paranormal encounter but I want to think there is ‘something’ out there in the in-between...spooky.

Around Halloween I found a team of ghostbusters and a dog on GoFundMe, bravely entering one of the most haunted houses in Oxfordshire, to raise money for Citizen’s Advice North Oxfordshire.

I was dying to know whether the team had been haunted, but couldn’t find a follow-up article. I knew you’d all want to know too, so I reached out and asked a few questions:

Did anybody experience any paranormal activity?

“The medium who was present did, he used apps on his phone and he described some spirits to the rest of the party.

Other members of the team who work there have previously had encounters of the strange kind, and there were occasional creaks and bangs on the night.

The dog was excitable, but he had only just been re-united with his owner who had been on holiday.”

What was the actual experience of sleeping in the house like? 

“The building is a Well-Being Clinic, with heat, water and power.

The sleeping arrangements were sleeping bags on the floor and we had all sorts of provisions with us including wine and beer.”

Once you’ve got over the excitement of the haunted house, you are just sat in a house together. How did you fill your time?

“There were team-building exercises, people had their electronical devices with them, as well as lots of playing with the dog.”

Short and sweet there from Steve and the team, but what an experience!

If you want to read more content like this, as well as keep an eye on the latest roles we’re recruiting for, follow our company page on LinkedIn.

Or, if you’re in the market for event and community fundraisers who can inspire volunteers like Steve and his team (and dog), then get in touch on iinfo@amboofundraising.co.uk to find out how we can help.

New Year, new tactics: Is it time to hire outside of the third sector?

In our ‘how to recruit and retain fundraising talent’ blog post, we talk about the fundraising sector’s recruitment and retention crisis - and how the combined effects of pandemic stress, burnout and low pay have led fundraisers to quit their jobs (and the charity sector) in droves …

As the calendar flips to 2023, we’d love to say the market has stabilised, but sadly, that’s not the case.

Despite the abundance of fundraising roles (job vacancies in the sector are equal to, or even above pre-pandemic levels), candidate numbers are on the decline, and charities are finding it increasingly difficult to fill vacancies. According to research by The Chartered Institute of Personnel and Development, as many as 53% of charities are struggling to recruit fundraisers.

In addition, a recent report by the Institute of Sustainable Philanthropy found that 30% of fundraisers are planning to leave the sector in the next two years.

The stats may paint a gloomy picture, but, as Benjamin Franklin once famously said, “out of adversity comes opportunity”.

In our view, the fundraising recruitment crisis presents charities with a golden opportunity to innovate, by bringing in fresh talent, skills, and experience from outside the sector. Read on to find out why.

Glass half full

At Bamboo, we’re seeing fundraisers (particularly in business development, consultancy, and contract management roles) move into industries such as banking and construction, where they’re seen as a valuable commodity. After all, they’re used to bidding for complex, multi-million contracts, and have lots of other vital transferable skills.

However, on the flip side, there are plenty of burnt-out corporate sector workers (also with valuable transferable skills such as teamwork, project management and time management), looking to build meaningful careers in the third sector, yet many are unable to land a job due to a lack of third sector experience. Chicken-egg anyone?

Historically, hiring managers have been cautious about taking a gamble on non-third-sector workers, for fear of them becoming disillusioned and leaving.

One of the main concerns cited by charity recruiters in a survey by charityjob was risk aversion: “Constitutionally, charities have to be risk averse. We’re more cautious than corporates, which can be a hard adjustment for people moving over from the private sector. Getting used to strapped resources can be a problem.”

Considering the average cost of replacing an employee is 117% of their annual salary, the concerns of hiring from the corporate sector are understandable. But in the current climate, surely, it’s a bigger gamble not to consider doing so?

Final Word

If you’re struggling to fill your fundraising vacancies and are open to kicking off 2023 with a new recruitment strategy, give us a call on 020 3750 3111 or email info@bamboofundraising.co.uk

‘Feel Good’ Fundraising - Hiking the Himalayas

I absolutely love the Himalayas, so vast, so beautiful, so natural. So imagine my delight when I read the incredible tale of Jennifer Cramond, who crushed a two-week trek in the Himalayas, whilst battling serious altitude sickness. Fierce!

Jennifer is raising money for The Brain Tumour Charity, in recognition of the critical support and resources they put in place for people like her dear friend, Harry. Harry resides in Australia and has received support from the BTTA. Since they met in 2015, Harry has been battling recurring brain tumours and his fight continues.

Jennifer has a UK and an Australia GoFundMe open for her incredible fundraiser. I’ve been keeping track of her progress and wanted to reach out and find out how it went:

What did your training regime look like before the challenge?

“It's near to impossible to train for the high altitude from home. There are altitude chambers in some places in the UK but I couldn't access one, and many people say they can never prepare you for the real altitude when there. I had been told cardio was really important for training, which wasn't a normal choice of mine in the gym. I did up my hours in the gym and did a lot of leg strength work and a lot of time on the stairmaster machine, which I think really helped. I lost a stone in weight while there due to getting altitude sickness and not eating much for a number of days, but still burning about 3000 calories a day!

I was extremely busy with work leading up to my trek (a major conference I was organising in London) so I did less hill walking training than I would have liked, due to not having the free days at the weekends. I did get out in the Pentland Hills in Edinburgh and a few munros when I could though. I am a regular walker anyway and keep fit and healthy.

It was risky but I bought a new pair of ON branded walking boots only a couple of months before I went (and they aren't something I can go to the gym in!!) so they didn't get much breaking in, but I went for a boot that had great reviews and comments that they don't need breaking in.

I had a major foot injury leading up to my trek which I was extremely worried about. I have a Morton’s neuroma in my foot which I have lived with for a year or so, but I thought I should get a cortisone injection into it before my trek to avoid it flaring up and getting worse when in Nepal. I got this about 6 weeks before I flew, but something with the injection went wrong and the pain in my foot ended up about 10x worse than the original pain! It never went away during the trek and to this day, is still very painful. I got a prescription from a GP the week before I flew for strong painkillers, and I was taking them regularly when on my trek.”

Beyond staring at the beautiful vistas, what did you do about entertainment through this lengthy trek?

“I assumed I would read a lot over the 2 weeks as I knew there was a lot of 'sitting around' time after each day of walking. I bought 6 books on my Kindle. I only read one during the whole time, which I couldn't believe!!  I was with my guide/sherpa most of the time, and his English was very good, so when we were back in the teahouse each afternoon/evening, we chatted away. We played cards every day. I also chatted to other hikers who ranged from many countries - generally across Europe and also America.

I had so many interesting conversations. This is one reason I love to travel and meet folk from other countries - I enjoy asking them questions about their country and cultures, learning as much as I can from them. As I spent the most time with my guide, Sudip, who is from Kathmandu in Nepal, I learned so much about Nepal and the Nepalese people, which I found fascinating. The Nepalese are the kindest bunch of people I have ever met, and I have travelled many countries. It is a very poor country but everyone is so genuine and kind.

I had access to electricity, but at most teahouses you have to pay to use it. Most are relying on solar power, so it's understandable that we can't all just charge as many devices as we wanted for free. So I could charge my kindle, phone (read: my camera) and my charging bank. Wifi was available at MOST teahouses and, again, you had to pay to get access to this.”

You were climbing various peaks over the course of two weeks, how did you divide your time? 

“Once I reached 4100m, I got really bad altitude sickness. We had to therefore come down 1000m and hope that my body would recover, which would allow us to start climbing back up. I was so worried for about 24 hours, when I felt my worst, that I would not recover and have to come down completely via helicopter rescue. I was so upset at this thought, and felt I had let down so many people, although I knew deep down that my sponsors would understand, and there was nothing I could do about it.

Altitude sickness is really serious, and it can kill you if you keep going up when ill. I did luckily start to feel better, but sadly this wasted too many of our days and it meant I did not have enough time to still hike the original route and peaks that I had planned. Therefore we changed the route and I did make it to Everest Base Camp, but sadly I did not manage the other peaks. On the day we were getting to Everest Base Camp, we were still running out of time, so we had to cram in about two days of walking into one, so that day was really long and really hard - I was still very much recovering from being ill, and had only eaten one apple and one bit of bread the whole day. I believe the adrenaline of knowing I was so close and wanting to get to base camp so much, that took over and helped my body get there. When starting to walk down the next day, I remember feeling so shocked at seeing how far I had climbed the previous day and not understanding how I managed it.”

I’m in awe. You smashed this challenge Jennifer, and I am delighted to include that Jennifer is feeling a lot better now, which is fantastic news!

If you want to read more content like this, as well as keep an eye on the latest roles we’re recruiting for, follow our company page on LinkedIn.

Or, if you’re in the market for event and community fundraisers who can inspire volunteers like Jennifer, then get in touch on iinfo@amboofundraising.co.uk to find out how we can help.

Fundraising interviews 101: How to answer three more tricky questions

Your palms are sweating. Your knees are shaking. You’re rehearsing answers to potential questions over and over in your head … and then your name is called.

It’s time for the dreaded interview.

It’s no surprise you’re anxious: You want the job and everything hangs on this interview … and the way you answer the questions.

To help you out, we’ve highlighted three common interview questions and given you some tips on how to answer them, based on feedback we’ve received from our clients.

First up: Why do you want to work here?

When faced with this question, candidates often assume the interviewer is looking to hear how great the charity is.

However, the interviewer isn’t looking for lip service. They don’t want you to reel off a list of all the industry awards they’ve won.

Okay, so what do they want to hear? In a word, passion.

They want to understand your motivation for applying and know that you’d be invested in the cause if they hired you.

When approaching this question, think about why you want to work in this role and for this organisation over any others. Perhaps the charity supported someone close to you? Or maybe you’ve heard about the impact it’s had, and you want to be part of the change?

Whatever it is, be open about your motivation and let your passion shine through. It might just be the deciding factor when an employer is choosing between you and another candidate.

What’s your biggest weakness?

The last thing you want to do in an interview is admit you’re bad at something, but there’s a way to answer it without sabotaging yourself. And no, it doesn’t involve claiming that perfectionism is your biggest weakness.

When asking this question, the interviewer wants to know that you’re aware of your weaknesses and know how to mitigate them.

Let’s say, for instance, you’re terrible at managing your time. Rather than say that, you could say, “I don’t naturally manage time well, but I’ve addressed it by doing some online courses. They were really helpful, and as a result, I’ve put some trusted systems in place to ensure I keep projects on track.”

To back up your claim, make sure you explain what the systems are how your time management has improved as a result.

3.   What’s your approach to …

In our experience, candidates typically approach this question in one of two ways. Some explain the ‘roundabout way’ in which they do things, while others talk through their systemised approach to tasks and explain them as a process. It’s the difference between saying, “I would have a chat with my colleague to get the lay of the land, and we would organise a meeting to do x” and saying “whilst I’m flexible, I have a well-defined process for launching new fundraising products. We would begin with the evaluation stage, which should take about 3 weeks and would include meetings with funders, stakeholders, and beneficiaries. We would then move into the testing phase, which would take about a month and would include A, B testing across various platforms etc.”

The second approach will show the interviewer you’re systematic, methodical, and thorough in your approach to work - and that you pay attention to detail.

Want to learn how to create systems in your work? There’s some great advice in Systemology by David Jenyns.

Final Question

Need some help prepping for a fundraising interview? We can help. Give us a call on 020 3750 3111 to get the process started.

Six ways to support the mental well-being of your team

Regardless of the industry, every job has its stressors. From excessive workloads and tight deadlines to conflicts with colleagues there are lots of reasons why people experience burnout and mental health issues.

The added challenge in the third sector is charity work, by nature, can be upsetting and mentally draining. Throw in the impact of the pandemic and you’ve got a plethora of reasons to make mental well-being a top priority in the work-place.

Here are six steps you can take to improve the mental well-being of your staff:

1. Find out what support your staff need

If you don’t have a mental health strategy in place, before implementing anything, you need to develop a clear picture of the current mental health of your organisation.

The easiest way to do this is with a mental health survey. This will help you to (among other things) understand the factors that affect your employee’s mental health and identify what they need to feel supported.

It doesn’t have to be complicated. There’s a great resource on Mind’s website that’ll help you take stock of mental health across your workplace, and put a plan of action together.

2. Talk openly about mental health

Creating a culture of understanding and openness can help employees feel comfortable talking about mental health issues. Leaders and managers should make sure staff and volunteers know their wellbeing matters to them. You can do this by:

• Talking openly about the importance of mental health and wellbeing in staff meetings.

• Providing information to staff and volunteers about mental health and wellbeing and the support available.

• Modelling behaviours that support mental health and wellbeing, such as a good work-life balance, active listening and compassion.

• Supporting line managers and volunteer managers to have conversations about mental health and wellbeing with those they manage.

• Dedicating resources to supporting your organisation’s work in this area.

3. Invest in Mental Health First Aid training

Chances are you have a trained first aider and fire marshal in your office, but do you have a mental health first aider? If not, it’s worth considering.

Mental Health First Aid (MHFA) is an internationally recognised training course, designed to teach people how to spot the signs and symptoms of mental ill health and provide help on a first aid basis. In the same way as learning physical first aid, MHFA teaches people how to recognise the warning signs and feel confident to guide someone to appropriate support.

A number of organisations offer mental health first aid training. The courses vary in duration, format, and cost.

Here are a few options.

• Mental Health First Aid (MHFA) England

• St John’s Ambulance

• Westfield health

4. Implement an Employee Assistance Programme

An employee assistance program (EAP) provides confidential counselling to staff to help with personal or workplace problems that are affecting their mental wellbeing. While they can be accessed for any issue a worker may have, they’re often used as a way of helping employees deal with the effects of anxiety, stress, and depression.

In the face of long NHS waiting lists, this is a good way for your staff to get the support they need before things escalate (if your budget allows).

Find out more about EAP’s here.

5. Incorporate mindful meditation into the working day

Meditation is an age-old practice renowned for its physical and psychological benefits, such as reducing blood pressure, anxiety, and stress. So why not incorporate it into the working day?

Make a point of educating staff about the benefits of meditation, on the intranet and in team meetings. Encourage them to take meditation breaks as and when they need to.

There are loads of apps dedicated to mental wellbeing - Headspace, Be Mindful, Calm for business, and Shine Offline to name a few.

Take it a step further by building time into the working week for group meditation sessions.

There’s lots of advice and free resources (including a meditation script for leaders) on the Mindfulness Exercises website.

6. Ensure you have enough staff

Understaffing can have a major impact on employee’s physical and mental health.

If you’re short on numbers, inevitably, others will end up picking up the slack. We’re not saying your employees are shy of a hard day’s work, but if they’re overstretched for too long, it will soon take a toll – especially if workloads were already tight.

With stress comes tension. If employees are feeling the heat, it can put a strain on relationships with colleagues, resulting in disputes, job dissatisfaction and ultimately, staff absences.

No-one wants that, so it’ll pay to ensure you have enough bodies to do get the work done.

This is where we come in. At Bamboo, we fill fundraising roles with experienced fundraising professionals. Give us a call on 0203 750 3111 or email info@bamboofundraising.co.uk to find out we can help.