She was a 2022 F&P Mover & Shaker, the 2023 FIA Fundraiser of the Year, an instrumental figure in the Pay What it Takes campaign, and the leader behind the phenomenal fundraising growth at The Smith Family.
Starting out in the marketing and individual giving team at the children’s charity in 2006, Lisa Allan rose though the organisation to become Head of Marketing in 2017 and then Head of Fundraising in 2020. In the five years from FY20 to FY24, Lisa led the team to increase income by an average of 11% per annum. But stats only tell part of her story.
A valued contributor to F&P – always ready and willing to lend her voice to our conferences and content and to role model knowledge-sharing amongst sector peers – we asked Lisa a few questions about her journey to date.
After seven years leading marketing and fundraising at The Smith Family, you recently transitioned to Head of State and Territory Operations. What prompted the move?
To be honest, the opportunity didn’t immediately draw me in, but after some reflection, I realised it would allow me to pursue personal growth actively. Transitioning into this role enabled me to step outside my comfort zone, assess my strengths, and see how my contributions could impact a new executive role while managing a significantly larger portfolio and team. Additionally, I retained the privilege of continuing to work with an organisation I truly respect, comprised of individuals I admire, and whose mission I wholeheartedly support. This experience offered an ideal balance of challenge and familiarity.
As you’ve navigated your career, did you have (or develop) a vision or a set of principles to guide you?
It’s definitely something that has evolved over time. Initially, my primary focus was on aligning my professional path with my core values, as well as those instilled by my family. These values emphasised the importance of working with colleagues worthy of being treated like family and being loyal to an organisation that mirrored those personal beliefs.
As I progressed, I realised the significance of not only being personally invested but also ensuring my efforts made a meaningful impact on the organisation’s purpose and strategy. This led me to develop a more balanced approach, which I like to call guided agility. While a significant portion of my approach is planned and intentional, I have also learned to embrace spontaneity and adaptability. Continuously seeking improvement has allowed me to grow both personally and professionally in ways I hadn’t anticipated.
You are the founder of The Pay What It Takes (PWIT) Charity Consortium that developed to the Reframe Overhead campaign and are now Co-chair of the combined initiative, Pay What It Takes. What has this meant to you personally and professionally?
The Pay What It Takes (PWIT) Charity Consortium has been a hugely transformative initiative for me. Personally, working with such an amazing group of talented peers across all different organisations, has instilled a wonderful sense of accomplishment and pride. Together we rolled up our sleeves and achieved a significant piece of foundational work that will change the funding landscape for the better. I’m always super humbled and chuffed when a fellow fundraiser thanks me for my contribution and for leading the charge.
Professionally, it has been an invaluable experience. Working with some of the industry’s brightest and best, contributing my expertise, as well as learning so much in areas that were not my strength. Moving from industry knowledge to action, advocating for more equitable funding practices across multiple levels, diving into financial practices, and setting a bar for a culture of transparency and sustainability. Serving as Founder, and now Co-chair of the now combined Pay What It Takes initiative*, has not only broadened my perspective but also strengthened my resolve and drive to create lasting change within the philanthropic community. It has also reaffirmed my belief in the power of collaboration to address systemic challenges in our sector. Individually we can do great things, but together our superpowers combine and we can be unstoppable given the right circumstances and supports (I’m visualising the ‘Power Rangers Unite’ action here!).
After you received Fundraiser of the Year at the 2023 FIA Awards, you said to F&P “I believe there is always a way forward, it just might not be what we’ve been planning for or expecting.” Can you give us an example of this?
That quote was in response to a question about something I found challenging, specifically dealing with unexpected disruptions to well-made plans. The teams I have been lucky enough to work with are high achievers, putting in significant effort to ensure maximum returns on our activities, as this then allows further investment in our purpose and beneficiaries. Reflecting back on our face-to-face days, we were late entrants to that channel but had a successful team that launched a strong product yielding good returns. Then the Class Action occurred. [In 2016, a class action lawsuit was filed by former charity street fundraisers against Appco, a global fundraising company, alleging sham contracting and wage underpayment.] This prompted a reassessment of our position and the establishment of principles for what we deemed effective engagement with suppliers and employees. Consequently more investment in those key blocks meant the ROI decreased, leading us to trial and invest in other scalable channels and ultimately discontinue face-to-face activities. Many would know the growth we’ve been able to achieve over the last seven years by not merely maintaining the status quo. I’m a firm believer in a higher star – personally and professionally. There is always a way to be better, reach higher, shine brighter. Most things are a work in progress…and many with an end point you sometimes never would have guessed!
What do you wish you knew about fundraising when you first started down that career path?
Is it too cliché to say trusting one’s instincts and not second-guessing your decisions is super important?! Coming from the advertising and retail industry, it was evident that marketing principles apply just as much here, although minus the physical exchange of products. Once you embrace the fact you’re aim is to invite people to your purpose all whilst maximising trust and goodwill, you’ve cracked the code. Additionally, embracing the knowledge-sharing culture within the industry is crucial. Unlike other industries where there is hesitation to share too much for fear of losing market share or competitive edge, this industry views sharing as a way to enhance and grow the sector, which ultimately benefits everyone.
For those aspiring to become Head of Fundraising, in your opinion:
1. What does it take to get there? A bit of cleverness, humility and passion. A head for data and numbers to ground you, and love of ideas and insights to inspire you. Being OK to operate outside your comfort zone. Seek opportunities that provide growth and challenge whilst ensuring an appropriate amount of risk – for you, your teams and your organisation.
2. What is the first thing you would do in the role? Build good relationships throughout the organisation, and seek to really understand your charity’s UVP (unique value proposition).
3. What does it take to stay there? A growth mindset and a clear vision. Good coaching and leadership skills. A bit of stubbornness, whilst also being truly accountable. Always backing and believing in your team. Having strong beliefs that are loosely held. Admitting, reflecting and learning from your mistakes. Keeping your eye on a higher star.
Tell us about a campaign, donor or client/service user (or all three) that had an indelible impact on you and why?
I do vividly recall one of the first interactions I had with a parent of one of the students we were enabling through our sponsorship program. He was a single parent, absolutely trying his best for his kids. I didn’t know much about the totality of our program back then, but his words rang in my ears for years after:
“If someone had told me a new school uniform and shoes plus a few new pens, pencils or a hat, could have turned a child around, I would have laughed. But there can be no other explanation for my daughter’s turnaround this year. She has gone from hating school and being in strife to being one of the best behaved, from near bottom of the class to being able to help other children within the class. This I attribute to The Smith Family and her sponsor. My thanks go out to you and all those like you.”
The work we do is about removing barriers for students experiencing poverty, so they can get the most out of their education. She just needed to fit in, and helping her get those things meant she could then truly engage and thrive. We helped to remove her Kryptonite, and her superpower flourished. I’ve now heard countless stories that share the same sentiment.
There is nothing more rewarding than knowing that, together with thousands of generous supporters, we are enabling children to access opportunities that would otherwise be out of reach due to their circumstances, through no fault of their own. By being able to engage more deeply in their schooling, each child has the opportunity to build skills that will change their life. As Nelson Mandela once said, “Education is the most powerful weapon which you can use to change the world.” This realisation alone was profoundly fulfilling.
