Who is the Boss of Fundraising at Your Organization?

I went to a presentation the other day on what CEOs need to know about fundraising.  The opening question from the speaker was “who is the BOSS of fundraising?”  Crickets.  Finally, somebody mumbled under their breath, “is that a trick question?”

Photo by ylmworkshop at Flickr.com

Her point was that when you bring in a skilled fundraiser, you’d better let them do their job or they may try elsewhere.  There is a growing body of knowledge behind philanthropy and motivating and inspiring loyal donors, it needs to be respected like any other profession.

No one walks into the CFO’s office and says they should change the way they do things.  “I think there are too many categories, we should combine them.”  So why do CEOs and board members with little to no fundraising experience or training routinely overrule the CDO when it comes to direct mail letters or special events?  Donor communications?

Maybe because we let them?  I know, it’s easier said than done.  I’ve been in plenty of jobs where I came in with enthusiasm and ideas, only to be completely deflated six months later. 

But it’s becoming clearer and clearer as we dig into the reasons behind the high turnover of development staff that the impediments to success have almost nothing to do with fundraising itself and everything to do with culture.

I don’t just mean having a culture of philanthropy.  I mean having a culture in which people’s knowledge and experience is valued.  Where data trumps opinion.  Where people are open to hearing about new ways of doing things and the research behind those new ideas.  Where you can take risks, and possibly even fail, all in the name of increasing contributed revenue.  Where everyone understands that it takes money to raise money, and that isn’t called spending, it’s called investing.

Unfortunately, the organizations that need this culture change the most are not the ones asking the question, “Why does my development person keep leaving?”  So I often feel like I’m preaching to the choir.

If you work for an organization with a culture that is not conducive to good fundraising, what are your options? 

First and foremost, make sure that you are keeping your fundraising skills sharp.  Attend conferences, read books and blogs, make sure that you are familiar with the research on fundraising effectiveness and donor retention.  When you present an appeal for your CEO’s signature, give the context for why it is written the way it’s written based on your research.

Keep an open dialogue with your CEO about the role of board members and how to set clear boundaries.  Board members govern, they do not manage.  You do not need them to choose the color of the tablecloths at your next benefit dinner.  Help to identify board prospects that will shift the culture of the board more toward strategy and less toward operations.

Make sure that your department budget includes money for professional development and well as basic infrastructure such as fundraising software.  Create (or update) a written fundraising plan that outlines the activities that YOU have identified as the highest priorities for this year.  You are the fundraising expert, no one understands better than you the cost per dollar raised of various activities, and the best potential for growth given your current database of donors and prospects.

YOU are the boss of fundraising at your organization, and it’s time everyone knew it.