Details on the Fundraising Strategy and Interim Recruitment Projects
Our approach
1 – Review and Recommendations
To support Fair Ways in developing its fundraising capability, Eastside People undertook a comprehensive review focused on identifying and assessing potential income sources. The primary aim was to provide a market-informed understanding of how the organisation could generate additional funds to support its strategic ambitions, including the development of a new special educational needs (SEN) school.
The work centred on providing a detailed overview of relevant funding opportunities, with a particular focus on trusts and foundations, alongside corporate partnerships and longer-term individual giving. This included a thorough analysis of the funding landscape and benchmarking against comparable organisations to assess what might be realistically achievable.
As Gerald Carew explained:
“It was about helping Fair Ways to understand what they could expect to achieve, and what foundations they needed to put in place to get there. This included modelling a range of potential income scenarios, considering both capital and programme-based funding needs.”
This approach enabled Fair Ways to develop a clearer picture of likely income levels and the level of investment and effort required to achieve them.
Alongside identifying opportunities, the review also highlighted the organisational infrastructure needed to support effective fundraising. This included guidance on processes, governance, and the development of a clear ‘Case for Support’ to articulate Fair Ways’ purpose, impact and future plans to potential funders and partners.
The output of the work was a practical, evidence-based roadmap, setting out priority income streams and recommending a structured 12-month fundraising trial. This was focused on trusts and foundations aligned to Fair Ways’ status, alongside targeted corporate engagement and a longer-term approach to building public awareness and individual giving.
A key recommendation was to adopt a phased, “Test and Learn” approach. Rather than immediately investing in a permanent team, Eastside People advised bringing in interim leadership to begin implementing the strategy, build the necessary foundations, and test different income streams in practice.
This led directly to the next stage of support, with Eastside People working with Fair Ways to define the role and recruit an interim Head of Fundraising to establish and deliver the function.
2 – The recruitment process, Interim Head of Fundraising
Following the strategic review, the next step was to put the recommendations into practice. Based on the report’s findings, Fair Ways agreed to recruit an interim Head of Fundraising to begin building the fundraising function and approach.
Led by Deputy CEO Bernice Rook, Eastside People supported the organisation through the full recruitment process, working collaboratively to define the role, develop a clear and realistic brief, and identify candidates with the right blend of experience and values. Given that this was a new function for Fair Ways, particular emphasis was placed on adaptability, values alignment and the ability to operate in a “start-up” environment.
As Bernice explained:
“It was very much a ‘we don’t know what we don’t know’ situation, so they were looking for advice and support around what the role should look like and a strong and diverse field of candidates.” Eastside People conducted an initial round of interviews and presented a high-quality shortlist, supporting Fair Ways through selection and decision-making.
As Paul Moran reflected: “A key aspect of the recruitment process was Fair Ways’ strong focus on values. As an organisation, we place significant importance on cultural alignment, and Eastside People took time to understand this in depth, reflecting it throughout the role design and selection process. This helped to identify candidates who not only had the necessary expertise but would also be a strong fit for the organisation’s ethos .”
“On paper, some candidates looked stronger than others, but you’re not just choosing on paper. It was important to us to find someone who really aligned with our organisational ethos, and the guidance we had from Eastside People through the process helped us look beyond the CV and make the right decision.”
By balancing technical capability with values alignment, the process ensured that the final appointment was well suited to both the role and the organisation’s way of working.
The appointee (Tom Leavesley-Matthews) joined Fair Ways in early 2026 and is now working to establish the fundraising function, implement the strategy and build the infrastructure required for long-term success.
The outcome
The strategic review and subsequent recruitment process provided Fair Ways with clarity, direction and a solid foundation for developing its fundraising capability. The organisation moved from a position of uncertainty and assumption to one grounded in evidence, with a clear understanding of what could realistically be achieved and how to approach it.
As Paul Moran reflected:
“The report gave us a roadmap and a much clearer pathway as to how we should proceed. It set out the sort of money we could raise, how long that might take, the strategy we’d need in place, the types of organisations we should be approaching, and how to build that internally, starting with an interim fundraising lead.”
The work also helped to reshape internal expectations around fundraising, providing a more informed view of the time, investment and infrastructure required to generate sustainable income. This created a shared understanding across the organisation and increased confidence in the chosen approach.
Importantly, the project did not stop at strategy. By supporting the recruitment of an interim Head of Fundraising, Eastside People enabled Fair Ways to move quickly from planning into delivery. The appointment brought in the expertise needed to begin establishing the function in practice, including developing systems and processes, engaging with potential funders, and testing the income streams identified through the report.
Early indications suggest that this approach is already helping to embed new ways of working within the organisation, with a stronger focus on external engagement and income diversification. While it remains at an early stage, Fair Ways is now better equipped to explore opportunities and build momentum in a structured and sustainable way.
Reflecting on the overall experience, Paul Moran highlighted the value of both the strategic and recruitment support provided:
“They [Eastside People] listened very carefully to what we wanted, challenged and guided us, and added value at every step of the way.”
This work has positioned Fair Ways to develop a sustainable fundraising function over time, supporting its longer-term ambitions to enhance services, deliver new projects, and ultimately improve outcomes for the children and young people it supports.
