Please briefly describe your organisation, including:

1.) your mission and main areas of work

2.) approximate annual income

3.) your current fundraising mix (for example: legacies, major gifts, grants, corporate, individual giving)

This helps us to understand scale and context.

What has prompted you to explore a Strategic Review at this point?

For example:

• a sense that fundraising has plateaued or become harder

• a change in leadership, board or strategy

• uncertainty about where to focus next

• ambition to grow, but unclear how best to do so

We are particularly interested in moments of reflection or transition.

If you were being completely honest, what feels hardest to get clarity on right now?

For example:

• why certain fundraising approaches are (or aren’t) working

• whether expectations are realistic

• tension between ambition and capacity

• the role the board plays in enabling or constraining progress

• competing priorities or lack of focus

This does not need to be comprehensive — one or two core issues is enough.

Please describe, in practical terms, how your board currently relates to fundraising.

For example:

• what trustees expect from fundraising

• how confident they are discussing it

• how they challenge or support decisions

• where there is alignment — and where there may be uncertainty or tension

N.B. There is no “right answer” here. We are interested in how things work in reality.

If the Strategic Review were successful, what would you hope to be clearer about afterwards?

For example:

• where to focus effort and investment

• what to stop doing

• what conversations need to happen internally

• how decisions about fundraising and growth should be made

This helps us assess where our input could be most useful.