Kevin Kibble talks to Jenny Ramage about life as a fundraiser, trustee, chief executive and puppy rescuer

What are your priorities as a new trustee of the Institute of Fundraising?

I would like to see the institute reaching out even more to small charities and sole fundraisers. I want to make sure our education programme reflects the needs of all our members and that the training doesn’t become one-size-fits-all. When you are a sole fundraiser in an organisation you have to be multi-disciplined, so there needs to be a place for them to develop these skills.

What key issues in the sector would you like to see addressed?

Whenever a minister comes up with a ‘great idea’ to help fundraisers, it’s never anything all that remarkable. ATM giving for example – is that going to benefit all charities? Not at all. We need a truly big idea from government. If you really want to make a huge difference, give us our VAT back!

You are still chair of the IoF London region until November. Why should fundraisers join their local group?

The regional groups are a great platform for sharing. Local groups reflect local issues, and allow fundraisers to meet people who are facing similar challenges, but who have different experiences to learn from. You can learn as much from your competitors and colleagues in other charities as you can from any kind of training.

You worked in fundraising before becoming a chief executive. What advice would you give to fundraisers who wish to pursue a similar path?

The best thing you can do is become a trustee. Until you understand how a board thinks, it’s really hard to work for one. The primary difference between a fundraising director and a chief executive is that you move from being donor focused to beneficiary focused. Getting your head around this fundamental change is the first step. Talking to other people who have done it will help you recognise where your skills need to be altered or improved.

What have been your key achievements since you took on the role of chief executive at Caspari Foundation a year ago?

I think I’ve been able to bring a more commercial edge the organisation. Before I came on board, the charity was almost totally reliant on trust fundraising for its income, but we’ve now instigated more individual and corporate giving. We’ve also started working much more in partnership with statutory bodies and other charities, and our group work in schools is starting to take on more of a social enterprise model. I’ve also helped the board recruit new trustees from different backgrounds, so we now have a fundraiser, a barrister, and a marketing and communications person on there. It’s a real benefit to have those kinds of new voices on the board.

What are the biggest challenges in working for a small charity with limited resources?

We’re really focused on driving costs down and keeping them there. It’s a strict discipline that make managing a small charity tough. But you mustn’t let limited resources stop you from thinking big. Just because the funds aren’t as you would like them to be, it shouldn’t stop you from thinking ‘what if?’. If you think small, you will always be small. Trying to think long term is tough, but you must always keep your eyes on the horizon and try to push the boundaries.

You’re a keen advocate of charities developing their in-memoriam giving. Where does it sit in today’s fundraising mix?

It’s essential. If you are not doing it, why on earth not? It’s the fastest-growing area of individual giving by a country mile. Some people are frightened of it because it’s to do with death. But why? If you have people who are properly trained, you’ve got the right programme and you’re supportive of your donors, it works brilliantly.

How can we unlock its potential?

Just go for it. Ask your donors. There are some fabulous stats on how it’s growing. Last year at the IoF Convention I said that by 2021 in-memoriam income would be ahead of legacy income. I stand by that. It’s such a powerful fundraising method. People are giving this way now, but half the time we don’t recognise it. It’s not about making money off the back of tragedy, it’s about supporting donors in the way they want to give to us.

You work and fundraise for a Goan animal rescue in your spare time. How did this come about?

My wife and I have been going to South Goa for the last 20 years or so. We came across this small animal shelter working out there, and just started helping out. They’ve had a huge impact on the number and condition of stray dogs on the beaches – they feed them, neuter them and immunise them against rabies. We’ve continued supporting them over the years, and now we help out with rescuing and re-homing animals. We recently rescued three puppies and had them running around our apartment for three days!

Kevin Kibble is CEO at Caspari Foundation

This article first appeared in The Fundraiser magazine, Issue 20, August 2012