Staying the course: Why a strategic development plan is crucial in uncertain times

There's no denying it: the UK schools sector, both independent and state-funded, is navigating stormy waters. With the introduction of VAT on independent school fees and squeezed budgets across the sector, many schools are looking for ways to shore up additional income and protect their futures. And while it's a testing time, it's also a defining one.

In the absence of a magic wand or quick fix, one truth is becoming increasingly clear: development is not a nice-to-have, but a critical income stream. Schools can't afford to leave fundraising to chance or expect donors to materialise out of thin air. Instead, they need a clear, well-resourced development strategy and the right people, tools, and technology to execute it.

Making the case for meaningful development investment

It's tempting to view investment in software, systems, or staff as a luxury when budgets are under scrutiny, but development isn't something that can be turned on and off on a whim.

If schools are going to rely on fundraising to help generate additional income, it needs to be treated as a professional and strategic function, and not as a side project.

This means:

🔹 Building and nurturing a robust donor pipeline
🔹 Using data to intelligently segment, target, and personalise asks
🔹 Tracking all engagement and interactions to deliver meaningful stewardship
🔹 Demonstrating the long-term impact and value to potential supporters

One thing all of these strategies have in common is that they require real investment. At ToucanTech, our unique vantage point of working with hundreds of schools worldwide gives us a clear view of what's working and where the challenges lie.

We've seen firsthand the impact that dedicated development teams and tailored software can make: whether it's setting up regular giving programs for more predictable income, assigning account managers and tracking key donor interactions, or saving hours of admin time by streamlining news publishing and segmented email campaigns.

Strategy before stewardship

Development is not just about raising more money, faster, but doing so in a way that aligns with your school's mission and goals. Having the right technology won't be enough if it's not backed by a compelling case for support, a clear strategic plan, and the right team in place to make it count.

And once donations do start coming in, that's when the real work begins: stewardship. Schools that succeed in development are the ones that understand that fundraising isn't just transactional – it's relational. This includes the careful cultivation of donors over time, demonstrating compelling, lasting impact, and continuing to engage them long after a gift has been received.

No one knows this better than Laura Fairbanks, Director of Development at The Rugby School Group and experienced Higher Ed fundraiser.

Laura says: "It's crucial for Development departments to focus on building long-term, bilateral relationships with supporters that provide multiple touch-points with key stakeholders across the school to ensure continuity of relationships over several years and even decades. It's important to remember that supporters have a relationship with the organisation and the impact it makes, and ensure that changes in personnel don't delay or re-start conversations. Effective use of a database for supporter management plays a key part in ensuring this continuity."

Getting creative with your assets

Now is also an important time for development teams to think creatively about how to utilise the assets their schools may already have.

Woldingham School offers a brilliant example of this with the launch of its vineyard in 2023. The school has since introduced the Woldingham Wine Club, a limited, paid membership offering supporters the chance to name a bay of vines, receive personalised wine tags, and take part in exclusive events like harvest days, summer picnics, and guided tours.

Until their own wine is in production, members can enjoy curated cases from award-winning vineyards, along with discounts and an ongoing connection to the project. It's a unique initiative that blends fundraising, community engagement, and enterprise to help build a culture of giving rooted in pride and participation.

Other schools have developed their own merchandise range and started generating steady revenue (including seasonal gifts!) using a ToucanTech-powered online shop, which has the added benefit of helping the development team identify people with a warm allegiance to the school (people don't buy branded ties and trinkets unless they like the brand).

Sacred High School in Hammersmith has seen particular success with their new 'Sophie Bear' keyrings, and Clifton High with their bright logo baseball and bobble hats.

Other institutions are finding ways to monetise underused facilities, whether that's transforming spaces into lettable venues like Abingdon's Amey centre, opening up private grounds to special tours, like Bradfield's Open Gardens event, or creating naming opportunities tied to capital campaigns like this one by Gayhurst School, who are offering naming rights for their sports hall, auditorium, dance and drama studio and staff building.

These are the types of initiatives that thrive when development is embedded into a school-wide strategy with the right systems and people in place to bring them to life.

The bigger picture

It's clear that this is a uniquely challenging time for school leaders, governors, and development professionals. The temptation to make cuts or hold off on strategic plans is understandable, but data from the sector tells a different story: one of growth through consistency.

Key findings from IDPE's benchmarking report shows that, on average, schools raised £535,000 during the survey period, with the indication that the longer a development office has been established, the higher the return on investment. Schools with the highest results had development programmes that have been running consistently for more than 20 years.

And while some schools might see a modest return in the early years of fundraising, the most significant growth typically occurs in years four to six, when the average return on investment rises to 4.3 to 1. That means that for every £1 invested in fundraising, schools see £4.30 in return. This doesn't happen through luck, but with careful planning, the right tools and a commitment to staying the course.

At ToucanTech, we believe that implementing the right technology is an important part of the solution. We provide schools with the tools, insights, and support they need to build powerful development programmes, manage crucial donor relationships, and engage alumni and parents in powerful and meaningful ways.

We're not saying it's easy. But with the right plan, the right people, and the right technology, we know it's possible.