As Director of Strategy and Operations at OKC, a social impact, philanthropy and fundraising consultancy, I’ve had the privilege of working with brilliant arts and cultural organisations across the island of Ireland (like the wonderful Arts & Business NI!). It’s work that reflects our mission at OKC: to connect great people to great causes for great impact.

I’ve also been a proud board member of Dublin Fringe Festival since 2024. Together, these two roles have given me a valuable perspective on what it takes to fundraise with purpose, and on the vital part that us board members have to play in it.

Purposeful fundraising starts with the organisation itself.

At OKC, we work with arts organisations of all sizes, from national cultural institutions to smaller resource organisations. Through our work with more than 100 arts organisations, we have learned that successful philanthropy begins with a healthy, happy organisation, a clear vision and mission, strong leadership and a compelling case for support. Most importantly, fundraising goals must be led by a clear mission.

We often say at OKC that “culture eats strategy for breakfast”. If there is internal disharmony, a lack of clarity or a disconnect between ambition and capacity, fundraising will struggle. Also, fundraising cannot operate in a silo – which unfortunately is often what ends up happening (shoutout to the brilliant solo fundraisers and CEOs independently doing amazing work – I see you!). It requires buy-in from the entire organisation (or, as we say, from “the board to the box office”). Everyone has a role to play in enabling philanthropy, even if they are not the person making the ask or donating the money! If we are all singing from the same hymn sheet as to WHY we are fundraising, we can do so with purpose and integrity – and the ask is that much more likely to land.

So, what does that look like for me, when I practice what I preach!

As a proud board member of Dublin Fringe Festival, I work closely with my fellow board members as well as our fantastic Festival Director, General Manager and Head of Marketing and Development to support the festival’s philanthropic and partnership ambitions. There are a few different ways I try to build that culture of fundraising and philanthropy and values-aligned partnerships.

Firstly, I really believe in investing in the organisation I support. So, I personally donate €21 a month to Fringe , or €250 a year. Through charitable tax relief, this can generate additional income for Fringe, and my annual donation is also generously matched by  OKC. It is a practical way to demonstrate my commitment to Fringe and to help make my contribution go further. If you’re a board member – have you ever considered asking your company would they match your donation, or donating the price of a coffee a week?

Secondly, I use my skills and networks to support growing philanthropy and partnerships. This might mean helping to write a pitch, identifying prospective partners, opening doors, supporting grant applications or working through partnership agreements. This year, Dublin Fringe Festival welcomed brilliant partners including Diageo, FreeNow by Lyft,Citizen M, and Gorilla Design, alongside our Festival Friends. These relationships were enabled by the outstanding Festival team, with the board helping to create opportunities along the way.

I also invite people in my network to experience the work. At OKC, we’re blue in the face from telling our clients you have to friendraise before you fundraise. Bringing people to Fringe performances allows them to experience the artistic ambition and impact of Fringe first-hand. You cannot expect someone to invest in something they do not know or understand yet. Building relationships is key – people give to people,  not to organisations – where you have networks and connections to leverage, open as many doors as you can. Even if you’re not comfortable asking – you can introduce your network to your brilliant artistic team who can!

As a board member, I support the Festival’s annual Arts Council funding application and will contribute to its new strategy process. Fundraising needs to have a seat at the table – it’s not just an ‘add on’. As board members, we need to understand where an organisation is going, which artists and audiences we want to engage, and how public funding, philanthropy and partnerships can collectively enable that ambition. Fundraising and philanthropy should always follow the art and the strategy, not pull an organisation away from its mission. This is really important, as it’s so tempting to try and ‘shoehorn’ yourself to a funding application when as funding is so critically needed. But if an iill-fitting application is successful, it will ultimately pull you and your resources from your mission.

Finally, I really think it’s important for board members to show up. Fringe is a fabulous festival, so I am lucky to see amazing the amazing work, and promote the Festival through my networks. As anyone who follows me on LinkedIn will know, I am a very chronically online on there (wanna connect? ), so you’ll find me advocating for the work there – you never know who is scrolling and taking it all in! A board member should be an ambassador for their organisation in every room or space they enter, online or otherwise.

Fundraising is hard, so let’s make it fun!

At OKC, we believe that building trust, telling our stories compellingly and demonstrating impact are essential to fundraising with purpose. However, we need to be realistic about our team’s capacity and targeted in our approach. We’re not fundraising in the US – Ireland and particularly NI is a very VERY different climate. I will say, I have learned through working with brilliant NI arts orgs (shoutout to The MAC!), you are experts in social impact measurement – as one corporate funder recently told me, “Don’t bring your opinions to a data fight. Data always wins.”  Evidence goes a long way when making the case for funding.

But fundraising also takes real resilience. I started my career as an arts fundraiser, and I often joke that I do my best to put “the fun into fundraising”. It can sometimes feel like 90% rejection and 10% wins, so when the wins come, celebrate them with the board and celebrate the team that made that happen! A win is a win, whether it is £50, £500, £1,000 or £10,000. Share the news, thank your supporters and tell your audiences what their investment makes possible. Success breeds success here!

For me, fundraising with purpose comes down to bringing people with you and building relationships that last. As board members, we have a responsibility to champion that work, contribute what we can and celebrate what we achieve together.

When we view fundraising as a core function of the organisation and do it together, with purpose and a little bit of fun, we can achieve brilliant things!

I’m looking forward to joining fellow trustees and sector leaders at the Arts & Business NI Governance Conference.