Tips for Creating A Fundraising Culture In A Nonprofit Organization
The success of organizational fundraising efforts relates directly to people—the Board, fundraising staff and program staff. The biggest obstacle to fundraising success is the organization’s inability to mobilize all three groups. Often, even with training and/or recognition of fundraising responsibilities, success in raising funds continues to be beyond reach for many organizations.
A nonprofit organization that has a great fundraising culture does not just happen. It takes time and commitment by the organization’s leadership to create and embrace a culture that supports fundraising efforts. Often efforts are focused on encouraging board directors and others to participate in fundraising. In the process, however, the organization ignores the bigger picture—the need to integrate the fundraising and program work.
The first step is to recognize that a “status” difference generally exists between the fundraising and program staff. Fundraising staff is seen as doing work that no one else wants to do and program staff is seen as having a deeper understanding of the issues and programs. As fund development departments grow fundraising becomes more specialized, the program staff steps back from involvement in the development team. The fundraising staff begins to feel they are the only ones whose role it is to bring in the money.
The following are ways an organization can begin to build a fundraising culture.
Send both board and staff to fundraising training periodically. One-time training is very useful but regular training opportunities such as “how to make an ask”, “writing effective letters”, and other specialized topics will build a broader set of skills among the organization’s people.
Do not separate fundraising from program activities. Fundraising should not be relegated to one or a few people but shared among board directors, non-fundraising staff and volunteers. Help in fundraising efforts goes beyond the solicitation for support. Likewise, involve fundraising staff in the programs by being part of the planning, problem-solving and evaluation.
Include people who represent different organizational constituencies in fundraising efforts. For example, a direct mail appeal may use both program and volunteers to provide notes and signatures on letters. A special event may use Board directors, volunteers and staff in planning and execution.
Develop specific ways for people to become involved in fundraising. Training in fundraising should include a campaign or project that the board and staff can immediately become involved in. Telling volunteers that they must become involved in fundraising but leaving it up to them to figure out exactly how does not work.
Support the idea that both the CEO of the organization and Board chair must be active in fundraising. A CEO that leaves the fundraising to a staff member allows other staff members to follow that lead. If a Board chair is not doing his/her share of fundraising work and is not encouraging other board members, there will likely be little support from the board as a whole.
Create a pledge form for both staff and board to designate what they will do in the fundraising activities for the next year as well as a pledge for a gift. Specify various activities and give each person the opportunity to decide for themselves how they want to help.
Celebrate fundraising successes. Reward and recognize people for their contributions and efforts.
Use an organizing model by beginning to focus first on those people who would be more willing to be involved rather than trying to recruit everyone at once. Ignore those who complain and argue that they shouldn’t have to raise funds. Instead, concentrate on those who understand why it is important and others will eventually follow.
Have fun. Fun is a state of mind and can make the fundraising activities more pleasurable.
Make a commitment to create a culture of fundraising, knowing that it may take time. Changing an organization’s culture can sometimes take years but it is worth the effort in the end.
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