ppp final 22/5/08 11:19 Page 1 o oGuide to How How to Guide How to Guide P Patrons, Presidents P and Presidents atrons, Patrons, and Personalities Working with high-level volunteers Presidents and

Working with high-level volunteers can be very rewarding for charities. The profile they can bring, as well as skills and experience can be of immeasurable Personalities value. But if the relationship is the wrong one it can be frustrating and damaging for all concerned. er sonalities So just how do you get it right? In Patrons, Presidents and Personalities, the only Working with high-level volunteers book to look exclusively at this important area of volunteering, Eileen Hammond takes the key questions and tackles them with sound advice garnered from over 30 years experience in the charitable sector.

What is the difference between How do you to persuade personalities patrons, presidents and personalities? to give time to your cause? How do you identify and find the How do you maintain a mutually right individual for your charity? rewarding relationship? ienHammond Eileen Written in a lively, engaging way and packed with practical case studies from both sides of the fence, this book will help you reach the personalities that other books cannot.

‘Eileen brings a colossal weight of experience to an important and often overlooked part of fundraising. Don’t even consider using patrons or celebrities without first reading this.’ Lindsay Boswell , Chief Executive, Institute of Fundraising

‘This excellent book is a breath of fresh air.’ Bridget Cluley, Fundraising Consultant and Trustee Eileen Hammond

In association with the Institute of Fundraising DSC DSC ppp-00-c 20/5/08 15:44 Page i ppp-00-c 20/5/08 15:44 Page ii

1 2 3 4 Published by 5 Directory of Social Change 6 24 Stephenson Way London NW1 2DP 7 Tel. 08450 77 77 07; Fax 020 7391 4804 8 Email [email protected] 9 www.dsc.org.uk from whom further copies and a full books catalogue are available. 0 11 Directory of Social Change is a Registered Charity no. 800517 12 First published 2008 13 14 Copyright © Directory of Social Change 2008 The moral right of the author has been asserted in accordance with 15 the Copyright, Designs and Patents Act 1988. 16 17 All rights reserved. No part of this book may be stored in a retrieval system or reproduced in any form whatsoever 18 without prior permission in writing from the publisher. 19 This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out or otherwise circulated 20 without the publisher’s prior permission in any form of binding or 21 cover other than that in which it is published, and without a similar 22 condition including this condition being imposed on the subsequent purchaser. 23 24 ISBN 978 1 903991 98 5 25 British Library Cataloguing in Publication Data 26 27 A catalogue record for this book is available from the British Library. 28 Cover and text designed by Kate Bass 29 Typeset by Keystroke, Wolverhampton 30 Printed and bound by Page Bros, Norwich 31 All Directory of Social Change departments in London: 32 08450 77 77 07 33 Directory of Social Change Northern Office: 34 Research 0151 708 0136 35 36 37 38 39 40 41 ppp-00-c 20/5/08 15:44 Page iii

1 2 3 4 5 6 Contents 7 8 9 0 11 12 13 14 Acknowledgements v 15 About the author vi 16 17 Foreword vii 18 19 Introduction 1 20 21 Chapter 1 Patrons and presidents 3 22 Chapter 2 Personalities 12 23 Chapter 3 Their roles within your organisation 24 24 25 Chapter 4 Who would be good for you? 33 26 Chapter 5 How to identify and find your potential leaders 42 27 28 Chapter 6 The approach 51 29 Chapter 7 How do you manage them? 63 30 Chapter 8 Ongoing relationships 74 31 32 33 Appendix 1 Institute of Fundraising Code of Practice 34 on Volunteers 82 35 Appendix 2 Contact details for case study charities 84 36 Index 85 37 38 39 40 41

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1 2 3 4 5 To Alan for his loving support and encouragement 6 to write this book and for his endurance of 40 years 7 of marriage to a fundraiser 8 9 0 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 ppp-00-c 20/5/08 15:44 Page v

1 2 3 4 5 6 Acknowledgements 7 8 9 0 11 12 13 14 Jonathan Anscombe Contact a Family 15 Laura Bennett Information Officer, Volunteering England 16 Susan Brumpton Chief Executive, MERU 17 Sue Burch Marketing and Communications, MERU 18 Max Clifford Max Clifford Associates 19 Bridget Cluley Bridget Cluley Associates 20 Mike Denny Fundraising Director, Oakhaven Hospice Trust 21 Ava Easton Development Manager, Encephalitis Society 22 Derek Farr Manager, Action in Mental Health 23 Serena Greaves Artist Development Manager, Barnado’s 24 Pamela Gregory Fundraising and Media Manager, Age 25 Concern Surrey 26 Liz Haigh-Reeve Director of Fundraising, The Children’s Trust 27 Sophie Isachsen Clarence House Press Office 28 Rob Jackson Director of Volunteering Development, 29 Volunteering England 30 Nina Kapur Head of PR and Communications, 31 Breakthrough Breast Cancer 32 Martin Kemp Film and TV Actor 33 Linda Laurance Governance Consultant 34 Laurence Llewelyn-Bowen Interior Design Consultant and TV 35 Presenter 36 Hugo Middlemas Director of Fundraising, Parkinson’s Disease 37 Society 38 Katrina Tanzer PA to Celebrities 39 Tanya Winch Celebrity and PR Manager, Breakthrough 40 Breast Cancer 41

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1 2 3 4 5 About the author 6 7 8 9 0 11 12 13 EILEEN HAMMOND has worked in the voluntary sector for 30 years from 14 Area Organiser, and Appeals Director to Chief Executive. She has been 15 involved in the development of a number of new charities, where the 16 recruitment of Patrons, Presidents and celebrities was an important part 17 of raising the profile of the charity to a wider audience. Throughout that 18 time she has also worked as a volunteer for youth organisations, directed 19 amateur musical productions and served periods as President of both local 20 Inner Wheel and Soroptimist Clubs. 21 22 A Fellow of the Institute of Fundraising, Eileen is a past Honorary Secretary 23 and currently a member of the Standards Committee which develops the 24 codes of practice for the sector. She is also a Director of the Association 25 of Fundraising Consultants and a Professional Adviser on the Board of 26 Trustees of Barts and The London Charity. With husband Alan, she is now a 27 partner in the charity consultancy, Hammond Associates. 28 29 30 31 32 33 34 35 36 37 38 39 40 41

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1 2 3 4 5 6 Foreword 7 8 9 0 11 12 13 14 As someone who has worked closely with Patrons, Presidents, and 15 Personalities for over 30 years, I am impressed at how Eileen Hammond 16 has tackled this significant and important area of charity work. My work in 17 the Charity Communications and Fundraising world has always greatly 18 benefited from working with influential people, getting them to help 19 raise funds, enthuse about the cause, and bring new supporters to the 20 organisation. 21 22 I am still making new friends and contacts in those areas Eileen has written 23 about because I have seen the results that can be achieved through these 24 relationships. Both NCH and the British Red Cross would be poorer in 25 monetary and promotional terms without having Presidents, Patrons and 26 Personalities, as would many other Charities who value and respect the 27 tremendous support given by these volunteers who ‘make a difference’. 28 I commend Eileen’s book to all those of us engaged in Charitable events, 29 PR programmes and fundraising. The book is a real learning tool and 30 should be read. 31 32 33 34 JOHN F GRAY 35 John is co-author of Organising Special Events published by DSC, a founder 36 and Fellow of the Institute of Fundraising and Fellow of the Chartered 37 Institute of Public Relations. 38 39 He is past Director of Communications and Fundraising for NCH and the 40 British Red Cross and is now the Chief Executive of UCLH Charitable 41 Foundation.

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1 2 3 4 5 6 Introduction 7 8 9 0 11 12 13 14 Imagine the scene: a tavern in London in the year 1865. Two men are 15 seated at a table engaged in earnest discussion when they are joined by a 16 third man with a literary air about him. The conversation, as is common 17 in such establishments, turns to the problems of the age – poverty, the 18 homeless, abandoned children and the host of evils which have blighted 19 society to varying degrees at every stage of its development. 20 The feature which distinguishes their discussions from those of others 21 around them in the crowded inn is that these three men set in train 22 initiatives which made an immeasurable difference to people whose lives 23 were blighted by the misery and hardship of the social conditions of the 24 day; practical, effective measures that are still saving and improving lives in 25 the twenty-first century. 26 27 The three men were the 7th Earl of Shaftesbury, Dr Thomas Barnado and 28 Charles Dickens and, although the meeting described is imaginary, their 29 respective contributions to improvement in social conditions are well 30 known: the charitable establishments founded by the first two and the 31 raising of public awareness brought about by the writings of the third. 32 33 What had they in common? First, they were all three passionately con- 34 cerned, not just about the misery and injustice they saw around them, but 35 also about the need to do something about it. Second, unlike the majority 36 of their contemporaries in the tavern, they were well-known, influential 37 figures in society and, because of this, they were in a position to enlist 38 powerful allies and to organise concerted action in a way which would 39 make a real and sustained difference to the lives of those they sought 40 to help. They were, in short, personalities whom people knew, admired, 41 trusted and were willing to follow.

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Today every charity understands the importance of high-profile figures in 1 raising public awareness of its cause and the funds necessary to carry out 2 its work. But among the glittering array of public personalities, who would 3 be the most suitable match for our charity? How do we find them? If we’re 4 successful in landing them, what do we do with them? Should we make 5 them patrons or presidents and what’s the difference? How do we sustain 6 the relationship? These and many other questions can pose real problems, 7 particularly for smaller or recently formed charities that may have little 8 experience or understanding of how to approach high-profile figures, or of 9 how to use their services effectively, and who frequently have an unrealistic 0 expectation of what such affiliations can achieve for their cause. 11 12 Recently, I was approached by the trustees of a comparatively newly estab- 13 lished charity who, having set up the necessary governance structure and 14 appointed staff, wanted advice on the subject of patrons and presidents. 15 A meeting was arranged during which it became clear that they expected 16 a brief explanation of what a charity should have in terms of high-level 17 volunteer involvement and a few tips on how to go about getting it – a sort 18 of one-size-fits-all solution. I explained that every charity is unique and that 19 their own requirements would depend upon a number of factors which 20 would need careful consideration. In order to save further consultancy 21 time and cost, I suggested that the best course was to refer them to an 22 appropriate book which would introduce them to the subject and give 23 practical advice on how to proceed. At the end of our meeting, we agreed 24 that I would do some research and let them know of a suitable publication. 25 26 However, a search among the lengthy lists of published works on almost 27 every aspect of fundraising revealed a notable absence of any book exclu- 28 sively about the recruitment and involvement of personalities as patrons, 29 presidents or other high-profile roles in charities. 30 31 So here it is. 32 33 34 35 36 37 38 39 40 41

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1 2 1 3 4 5 6 Patrons and 7 8 9 presidents 0 11 12 13 14 Leading figures 15 Why do we need them? 16 When do we need them? 17 What’s the difference? 18 19 Other leading roles 20 21 Leading figures 22 23 We all have a pretty good idea of the role of a Chief Executive. Whether 24 the charity is large or small, national or local, the function of the chief 25 executive’s office is fundamentally the same. Similarly, the Director of 26 Fundraising, the Finance Director and the Head of Operations are all 27 entrusted with tasks which are implicit in their titles – although those titles 28 may vary slightly from charity to charity. However, there is no such clarity 29 about the roles of Patrons and Presidents or the differences between them. 30 Among the top fifty charities by voluntary income, there are some that 31 have one Patron, others that have well over a hundred; some have a 32 President or Presidents but no Patron; others have a list of Vice-Presidents 33 but no President. There are still other charities that function perfectly well 34 without Patrons and/or Presidents. 35 36 At first sight this seems a bewildering maze of inconsistency badly in need 37 of some standardisation. Yet it works. The charity world has never sub- 38 scribed to the principle of conformity; indeed, every charity was brought 39 into existence to make changes to the existing order of things in order 40 to right a wrong or to meet a need. And they do that, not by conforming to 41 a norm but by taking innovative measures relevant to their own particular

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objectives. So this diversity of practice regarding Patrons and Presidents 1 should be seen as an aspect of the freedom each charitable organisation 2 has to organise its affairs in the way it deems most effective in the 3 achievement of its aims. 4 5 Why do we need them? 6 7 The one thing that can be stated with certainty is that charities benefit 8 from association with leading figures – that is, ‘personalities’ – who are 9 known either to the general public or to the specific section of the public 0 which is of interest to a particular charity and who may be seen as role 11 models whose example others are willing to follow. 12 13 Similarly, individuals who are capable of instilling this trust in others can 14 themselves benefit from association with charitable causes. It is interest- 15 ing to speculate upon how many charities are thriving today because of 16 their famous founders and how many founders became famous because 17 of the charitable causes they espoused. This indicates a symbiotic rela- 18 tionship between charities and their leading figures who, in this book, are 19 referred to generically as ‘Personalities’. 20 21 There are stages in the lives and careers of politicians, rock stars, authors, 22 sportsmen, film stars, TV personalities and so on, when they would wel- 23 come being associated with a charitable cause. Similarly, charities 24 experience times when the need for credibility, status, public awareness 25 and trust becomes a matter of great importance. Before going on to 26 consider the specific roles that personalities can usefully fill in charitable 27 organisations, we should perhaps look at the optimum timing for charities 28 to become active in seeking the involvement of high-level volunteers. 29 30 When do we need them? 31 32 The trustees of a former client charity that I had helped during their rather 33 challenging formative years were experiencing difficulties in relating to 34 their chairman. One solution they suggested (in his absence) was that they 35 ‘promote’ him to be Patron of the charity, thus freeing them to appoint 36 another chairman and at the same time providing a Patron to fill the vacant 37 space on their letterhead. 38 39 I was obliged to point out two major flaws in this proposal. First, was he an 40 ideal candidate for the role of Patron? Second, what would they do if they 41

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1 had the opportunity of acquiring a more suitable candidate for the 2 position? The charity was at a crossroads in its development and it was 3 the right time to consider creating roles which could give a lead to the 4 charity beyond that which had been achieved by the founding trustees. 5 However, it was essential that such appointments were made only after 6 careful consideration of where the charity wished to position itself in the 7 public eye, rather than as a knee-jerk reaction to solving the immediate 8 problem as it had initially been perceived. 9 0 In fact, that particular difficulty was resolved quite simply when they took 11 up my suggestion and invited him to become a vice-president, along with 12 a few others, thus giving them time to think more strategically about other 13 high-profile roles for the future. But it does highlight the need to look at 14 our organisations objectively and to decide whether the time is right to 15 enlist high-profile figures to help carry us forward. 16 In most cases, charities are initially set up by committed individuals who 17 have an awareness of an urgent need and the passion to set about meeting 18 it. And that’s the way it should be. Whether the founders are well known to 19 the public or not, their commitment to the cause will see them through. 20 At that early stage, the absence of a high-level patron or president is not 21 essential – though it could help! 22 23 But most fledgling charities soon find that theirs is a very small voice in a 24 very large and noisy environment and, in order to make themselves known 25 to the people ‘out there’, they must grow bigger and more noticeable. The 26 need for funding may be pressing; if they are a campaigning organisation, 27 their message has to be communicated; the public has to be made aware 28 of the importance of their cause. In such circumstances, they need a voice 29 which can be heard and this could be supplied by a Personality to whom 30 the public will listen and whose example they will follow. 31 32 Periods of growth, particularly in the early stages of a charity’s life, are 33 exhilarating. Waves of public support for the cause are a source of inspira- 34 tion for staff and volunteers alike, motivating them to go the extra mile. 35 Later on, as the charity grows, there are, inevitably, periods of staleness 36 and, at such times, an injection of new blood with its attendant publicity 37 can be just what’s needed to rally the troops. 38 39 In another sense, it could be said that the best time to recruit Personalities 40 is when the charity is riding high. A successful and active organisation is a 41 far more attractive prospect than one whose staff is demotivated and

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whose trustees are becoming tired and less inclined to devote time and 1 energy to a cause that they may feel is making little progress. 2 3 As we shall see later, another key consideration in deciding when to approach 4 a particular individual is that of timing, which is also important to 5 Personalities. They too have high points and low points in their lives and 6 their careers, and they are more likely to respond to your request if it fits in 7 well with their own plans and aspirations. 8 Still, whenever the appropriate time comes to think about bringing high- 9 profile Personalities on board, it is important to be clear as to what is 0 meant by Patrons and Presidents. As we’ve seen, charities differ widely 11 in their interpretation of these terms but there are certain core principles 12 that can be used to guide and inform your discussions about what is right 13 for your particular organisation. 14 15 16 What’s the difference? 17 18 Patrons 19 20 The Concise Oxford Dictionary defines a patron as (among other things) 21 ‘a distinguished person who takes an honorary position in a charity’. Unlike 22 trustees, patrons have no legal status or binding obligations. Neither do 23 they have any responsibility for the management of the organisation or 24 the manner in which funds are spent. Their role is, in most cases, that 25 of a ‘figurehead’ or ‘flag bearer’, a leader whose example people are willing 26 to follow and whose name can lend credibility and status to the organ- 27 isation which, in turn, can increase the effectiveness of its fundraising, 28 campaigning and public relations activities. A distinguished patron can 29 also, in certain circumstances, provide high-level entry to powerful organ- 30 isations and institutions, to which the charity might not otherwise have 31 access. 32 While, if chosen with careful consideration, a patron can be a great asset to 33 a charity on an ongoing and developing basis, in most cases, his or her role 34 35 demands little ‘hands-on’ involvement. Their sympathy with the cause and 36 approval of the charity’s work is demonstrated publicly by their name on 37 the letterhead and reinforced by the occasional appearance at an event. 38 In many cases, the appointment of a patron (particularly a member of the 39 Royal Family) is on an ongoing and more or less permanent basis and the 40 charity benefits from the resultant sense of continuity and stability. 41

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1 Some charities have a cautious attitude to the appointment of patrons, 2 believing that there may be a possibility of the appointee becoming 3 too actively involved and thereby creating, in effect, an additional tier of 4 management. Chief executives, for instance, who have learned to deal 5 effectively with their trustees, may be reluctant to begin the same process 6 with patrons. Nonetheless, it is the case that most patrons are content to 7 allow the use of their name and therefore, by implication, their support and 8 approval without becoming physically involved in the charities’ activities. 9 Any fears concerning excessive or unwanted involvement in the charity’s 0 affairs can be allayed by the process of giving careful consideration to the 11 manner of appointment and the form of the agreement between charity 12 and patron. 13 However, some charities make a number of appointments, drawing a 14 distinction between ‘The Patron’ and other patrons who can be asked to 15 support a particular campaign or help raise the profile of the charity for a 16 limited period. 17 18 19 Presidents 20 ‘The Head of a Society, council or other organisation.’ This definition (again 21 taken from the Concise Oxford Dictionary) makes clear that the role of a 22 president is a more ‘hands-on’ role than that of a patron. Because of this, 23 it is important that the person appointed should have credibility and 24 relevance within the area of the charity’s core activity, thus enhancing 25 the charity’s profile among appropriate audiences. An example of this 26 is provided by The Encephalitis Society whose Patron, Martin Kemp, brings 27 the charity to the attention of the media and the general public, while their 28 recently appointed President, Professor Barbara Wilson OBE, brings the 29 gravitas and professional credibility that the charity needs within the 30 medical profession. 31 32 The distinction between the roles of trustees and presidents is very impor- 33 tant. Very occasionally, the governing document of a charity will stipulate 34 that the president should also fulfil the role of chair of the board of 35 trustees. Governance consultant, Linda Laurance, advises that, in such 36 cases, it is essential to identify which ‘hat’ is being worn and when, since 37 he or she will carry all the responsibilities of trusteeship when acting in the 38 role of chair, but not when acting in their capacity as president. 39 40 It would seem that in practice the roles of patron and president can be 41 very similar – it is down to the individual charity to decide whether they

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1 2 3 4 5 6 Index 7 8 9 0 11 12 13 14 Action in Mental Health 54 Boht, Jean 37 15 adding value 25, 28–30 Bond, William 22 16 advocates 8, 20 breach of confidentiality 69 Age Concern Surrey 29, 37, 65 Breakthrough Breast Cancer 31–2, 36, 17 agencies 45, 47–8 47, 65, 70, 84; Doodle Campaign 65 18 agents 20, 29, 56, 65, 68–9 Breast Awareness Month 47 19 agreements 7, 64–6, 71, 79 briefing 9, 26–8, 59, 66, 70, 83 20 ambassadors 8, 9, 11, 26 British Red Cross 30 21 appeal, to audience 16 Brumpton, Susan 22 22 appeals 27 Burch, Sue 22–3 23 appearances 29, 53 businesspeople 19 appointments 7, 10, 26, 31 24 approach 51–62; message 58–9; campaigning 23–4, 27–8 25 personal 55–6; scatter-gun 54 celebrities 12, 14–16, 28–32, 34, 35, 26 approbation, public 17 39, 43, 52, 66, 69, 70. 72–3, 75, 27 Asher, Jane 41 82–3 28 attending events 11, 15, 26, 29, 67–8 Centrepoint 74 29 audience 33–5, 39 chairman 4–5, 7, 25, 77 30 awards 76–8 champions 8, 9 awareness, 15, 16, 21, 24, 36, 39 Chan, Jackie 54 31 Charity Commission 14 32 back-up 64 Cheshire, Leonard 76 33 Bailey, Laura 11 chief executive 3, 7, 79 34 Ball, Michael 81 Childline 15 35 Barnardo, Dr Thomas 1, 12, 76 15, 20 36 Barnardo’s 10–11. 84 Children’s Trust 65, 77, 80–1, 84 37 Beckham, David 30 clergy 7, 19 Beetham, Sir Michael 14 Clifford, Max 21, 35, 37, 56 38 beneficiaries, meeting 15, 28 cold calling 54–5 39 benefit 25; mutual 20–1 Cole, Cheryl 30 40 Bennett, Alan 49 Cole, Lily 31 41 Blethyn, Brenda 11 Collins, Joan 30

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INDEX

Collins, Michelle 11 getting people on board 51–4, 79 1 15 giving something back 43 2 communications 5 Gloucester, Duchess of 41 3 contacts 57 great and good 16–18, 45 4 contingency plans 70, 71, 74 Great Ormond Street Hospital 12, 30 continuity 6 Greaves, Serena 10, 11 5 Corbett, Ronnie 30 Gregory, Pamela 29 6 Coren, Alan 13 Griffin Apeal 47 7 Cornwall, Duchess of 10 guest list 33–4 8 councillors, local 34 9 credibility 6, 7, 9, 25 Haigh-Reeve, Liz 80, 81 0 Hall, Jerry 31 11 Dahl, Sophie 31 health field 20 Dales-Care 49–50 Henry, Lennie 15 12 Debretts 45 Hepburn, Audrey 8 13 definitions 6–8. 13–14 HFT 30 14 Denny, Miles 71 Hird, Thora 49 15 Depp, Johnny 30 Honours List 77 16 Dickens, Charles 1, 12 hosting events 29, 68 17 donations 36; Code of Practice on 46 Hubbard, Elbert 74 18 donors, potential 33 Hudd, Roy 50 Hughes, Jeremy 31 19 Easton, Ava 61–2 20 Edinburgh, Duke of 18; Award 18 ICAP Charity Day 81 21 education 20 information 79; sheets 48 22 Encephalitis Society 7, 61–2, 84 injuries 69 23 endorsement 15, 18 insurance 70 24 entertainment 20 intermediaries, working with 68–9 25 entrepreneurs 19, 57 interviews 26–7, 32 entry 6 involvement 6–7, 9, 15, 26, 43, 64 26 exceeding boundaries/authority 69 27 expectations 64–6, 79, 83 Kaye, Danny 8 28 expenses, charging for 65, 67, 71 Kemp, Martin 7, 61–2 29 exploitation, by celebrity 21 30 Lauder, Estée 47 31 family/friends 33 Laurance, Linda 7 32 fashion campaign 31–2 Lawson, Twiggy 31 Fiennes, Joseph 31 lead-time 19, 70–1 33 Finance Director 3 leaders, potential 42–50; finding 43–5 34 founders/founding 4, 5, 15, 71 le Bon, Yasmin 31 35 funders 34 Let’s Face It 46 36 fundraising 24, 27, 34; Director of 3; Live Aid 15 37 Institute of 46, 69, 82–3 Llewelyn-Bowen, Laurence 22–3; 38 Trefor 22 Game Fair 79 lobbying 11 39 Gaskin, Katharine 69 local causes 38–9 40 gatekeepers 56 loss of status 70 41

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INDEX

1 matching 35–8, 40, 42 politicians 19, 37, 42, 57, 71, 76; 2 McFly 30 MPs’ Secondment Scheme 37 3 media 20, 25 positioning the cause 37–8 media coverage 15, 27, 29; negative 70 presidents 2, 3, 34, 64; definition 7–8 4 Media Trust 69 press coverage 27, 39 5 memorabilia 29 press releases 67 6 Mencap 74 Prince of Wales 18, 31; Trust 18 7 MERU 22–3, 84 Princess Royal 18, 47, 74 8 Middlemas, Hugo 41 professionals 19–20, 75 9 misrepresentation 69 public relations 26–7 0 mission statement 25, 66 publicity 5, 18, 52, 77 motivation, of contribution 17 Pups Club 30 11 Mulberry Bush 55 12 Queen 10, 18 13 National Trust 67 14 NCVO 37 RAF Benevolent Fund 14 15 noblesse obligre 17, 18 Rantzen, Esther 15 16 NSPCC 8 reasons for asking for their help 24–6 17 reasons for getting involved 52 Oakhaven Hospice Trust 71 reasons for giving 16–17 18 obligations 6 recognition 17, 76–7, 79 19 Oldfield, Bruce 10 re-election 10 20 open day 33 referrers 34 21 ‘opening doors’ 11, 21, 24–5, 31, 43 relationships, ongoing 74–81; 22 opportunism 45–8 step-by-step 75–6 23 Orpheus Trust 47 relevance 7, 9 24 reputation 51, 53, 58, 68, 69 PAs 56, 68, 72–3 research 15, 16, 54, 69 25 Paige, Elaine 80–1 residents, local 34 26 Parkinson’s Disease Society 41, 84 resistance 25 27 participation, active 15 response, to approach 59–60 28 patrons 2, 3, 6–7, 31, 64; definition 6; responsibility 6, 7, 9, 10, 17 29 prospective 34 Riding for Disabled 18 30 permanency, degree of 75 Risk Toolkit 69 31 personalities, public 1–2, 4, 11–32, risks 69–71; management 83 35–8, 43, 53, 57–8, 65, 79; Rix, Brian 74, 75 32 definition of 13–14; provision of role models, acting as 4, 6, 11, 13, 21 33 fundraising images 65; reference roles, within organisation 24–30, 64 34 to association 65; use of name Roslin, Gaby 31 35 65; willingness to work with local Rowling, J.K. 15 36 media 65 royal family 18–19, 64, 75 37 petitions 28 Ryder, Sue 76 photo shoots 32 38 photographs, signed 29 satisfaction 20 39 Pieterson, Kevin 11 Save the Children 8, 18, 74; Trust for 40 piggy-backing 47, 48 Carers 18 41 ‘poaching’ 43, 75–6 Schiffer, Claudia 31

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INDEX

self-interest 17 Trollope, Joanna 55 1 self-promotion 52 trustees 4, 6, 7, 25, 36, 39; prospective 2 Shaftesbury, 7th Earl of 1, 12, 76 34 3 Shaftesbury Housing Association 47 4 Shaftesbury Society 47 UNICEF 8 Society for Propagation of the unreliability 70 5 Gospel 12 use of personality’s name 65 6 speeches, public 28 utilising services 26–8 7 sponsorship 27 8 sport 20 values 25 9 Sport Relief 15 vice-presidents 3, 5, 8–10 passim, 26, 0 stability 6 77 11 staff 28, 34, 36 vision 25, 37, 40 staying in touch 78–9 visiting projects 11, 28 12 Stilgoe, Richard 47 voice-overs 29 13 Sunday Times Rich List 45 Volunteering England 66, 69 14 support 66–8, 70, 79 volunteers 2, 4, 21, 25, 28, 34, 63–73, 15 supporters, celebrity 11 82–4; Code of Practice on 69, 16 sympathy, for cause 16 82–3; devaluation of 25; policy 17 on 66–7 18 Tarrant, Chris 37 tasks 26–8 Walsh, Kimberley 30 19 thanking 8, 17, 76, 79 Who’s Who 45 20 Thomas, Leslie, 10 William, Prince 74 21 time commitment 10, 11, 64 Wilson, Barbara 7 22 timing 6 Winch, Tanya 31–2 23 title 8, 9 Wood, Victoria 46 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41

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