Category Archives: Classics

Organizations often face a dilemma about fundraising: which should we do first – hire development staff or create a fund development plan? We believe that creating a development plan should come before hiring development staff. The high demand for experienced fund development professionals requires you to be strategic in recruiting and retaining staff. Competition for the philanthropic dollar requires you to be proactive in developing and implementing fundraising strategies. A well-prepared fund development plan supports both strategic recruitment and proactive fundraising.

Let’s talk about recruitment first. Successful recruitment within a competitive market requires that you define your expectations regarding the position you are hiring for. Larger institutions typically have well-defined job descriptions based on industry standards, but recruiting based on these doesn’t necessarily ensure you will make the right hire. You need to know what your organization seeks to accomplish and what fund development skills will be required. Your fund development plan should contain this information as well as roles and responsibilities to use when creating job descriptions, recruiting, interviewing and hiring.

When recruiting development staff you want to interview professionals with the skills and experience required to implement your plan. Recruiting and hiring using your fund development plan allows you – or the recruiter you are using – to create a more qualified applicant pool because you have explicitly defined the skill set and experience you need. Doing so also allows you to reduce the learning curve of a new hire as the plan provides a roadmap that clearly communicates the organization’s fundraising goals, methods, timelines, and processes for engaging volunteers.

Recruiting development staff with the expectation that they will create and implement a development plan limits the pool of qualified applicants because not every fundraiser knows how to create a fund development plan. In fact, if you hire someone with the skills to create a strong plan you may not be hiring someone with the skills required to implement the plan. Most importantly asking a new hire to create a plan may mean that the plan is based on the skill set of your hire instead of the method of fundraising that is best for your organization.

Fund development plans – like strategic plans – are typically developed by consultants who specialize in planning. These plans are rooted in market research – called assessment and feasibility studies – and are specifically designed to take advantage of an institution’s strengths and help overcome challenges that impede giving. The skills and experience required to create a detailed fund development plan are different from those required to implement specific aspects of the plan. Hiring an individual with a strong background in major gifts or special events should increase giving from those areas. Such individuals however do not necessarily have the skill set to create a comprehensive fund development plan that guides all aspects of an organization’s fund development and fundraising.

That’s why we recommend creating a fund development plan before recruiting new or additional staff.

When you need to increase your fundraising you may be tempted to hire new or additional personnel as quickly as possible. If your organization is working from a fundraising plan you have a tool to help you evaluate what type of hire you will need to make to achieve your goals. If you are not yet working from a fundraising plan, we always recommend creating a fundraising plan before you make another hire. Our experience has shown that organizations are best served when recruitment and hiring decisions are based on a strategic fund development plan. It is hard to evaluate whether or not an individual can do the job if you don’t know exactly what it is that you want to accomplish! A fund development plan clarifies your goals to you and your potential hire, thereby reducing possible misunderstandings and mistakes in the hiring process.

But creating a fund development plan requires a specific skill set. Because of this many organizations contract with consultants to create a customized plan that employs fundraising methods that best fit the culture, mission, region and relationships of your organization. Once created your plan should serve as a multi-year roadmap that guides the work of board members, staff, and volunteers. It should include detailed roles and responsibilities for all individuals engaged in fundraising. This helps ensure that all parties know what is required of them. Your plan should also include criteria for evaluating staff so that expectations about their time and use of resources are clear.

Using your fund development plan in the hiring process also gives candidates an opportunity to determine whether or not they are the right person for a position. As you are looking to hire staff, development professionals out there are doing their own search for a good fit with an organization. A development professional needs to know that the organization that she or he is joining has the ability and commitment to use their skills and experience. They also need to know that you have allocated the resources required to implement your plan.

Once hired a professional can quickly become productive because the plan serves as a roadmap to guide fundraising activities. She knows what needs to be accomplished and can get to work using her skills and experience. Because a well-crafted fund development plan contains roles, responsibilities and timelines the work of staff can be evaluated throughout the year. You don’t have to wait until the end of the year to measure success based solely on financial results. Adjustments can be made mid-course if needed.

But a development plan it should not stifle a professional’s creativity. Staff should add their input and make adjustments based on experience and insight – so long as they don’t compromise the plan’s integrity. Remember – you have made an investment in the plan and it should not be reinvented with each new hire.

These are a few reasons why we recommend creating a fund development plan before recruiting new or additional staff.

© Copyright Mel and Pearl Shaw. Working together as Saad & Shaw we help non-profit organizations and institutions rethink revenue sources. We are the authors of How to Solicit a Gift: Turning Prospects into Donors. Visit us at www.saadandshaw.com or call (901) 522-8727.

It’s money that makes the world round. While not everyone would want it put so bluntly, the truth is that for many organizations and institutions money is one of the most-needed resources. Ideas and programs abound, but it can be hard to find the money needed to bring these to life. The process of attracting money – and the leadership that will sustain giving over the years – is what fundraising is all about. Successful fundraising can be characterized by the following Prerequisites for Fundraising Success.

1. Full commitment from executive director, board of directors and staff. Without this commitment it is next-to-impossible to raise the money your organization or institution needs.  People who are committed attend meetings, participate, share ideas and generate an enthusiasm for the project. They believe that the funds can be raised, and they demonstrate that belief by making a personal gift, soliciting gifts from others, and helping secure in-kind resources. While it may take time to cultivate and secure the full commitment of an organization’s key stakeholders, this step cannot be pushed aside. Fundraising is a responsibility that must be fulfilled by leadership across the organization. It cannot rest on any one person’s shoulders.
2. Completion of a fundraising assessment and feasibility study. This study will provide necessary pre-campaign “market research” and is used to:
   1. Assess how your institution is perceived by the marketplace
   2. Identify prospective donors and volunteers
   3. Determine initial levels of financial and in-kind support available
   4. Secure buy-in from key stakeholders
   5. Create early awareness of intent to launch a campaign
   6. Assess level of internal fundraising capacity
3. A time-phased fundraising plan. This plan should include a detailed schedule of activities; a coordinated strategic solicitation plan; and roles and responsibilities for all who will be involved. It should identify sources of projected revenue such as government/foundation grants, gifts from individuals, sponsorship by corporations, or funds from local civic and social organizations and the steps needed to secure these. Remember to include some fun in your FUNdraising plan – people should enjoy working with your organization.
4. A compelling case for financial support. The case for support is at the heart of all fundraising. It needs to be clear, concise and compelling. It should make the case for why an individual, corporation or foundation should support your organization. Fundraising is a competitive endeavor, so you need to communicate how your project is unique. The “case” is the basis for verbal and written introductions, and solicitations. It should communicate:
   1. Why your organization is a good investment.
   2. What the money the money will be used for. How much is needed?
   3. What will happen as a result of a donor’s or funder’s gift?
   4. What is your organization’s track record? Your successes? Your goals for the future?
   5. What will donors receive in return that is meaningful to them?

   

5. Top caliber leadership. Fundraising must be volunteer-driven with strong, experienced leadership. This is critical to your success as it is the people associated with your organization that will attract others to your work. When evaluating who should lead your fundraising effort, think about who your organization already has a relationship with. Consider long-term donors and current major donors. They are already giving to your organization – a sign of interest and commitment.Those who provide leadership need to be well-respected and known throughout the constituency you will be raising money from. Each needs to make a significant financial gift to your organization, and be willing to ask others to do the same. They need to attend meetings, be publicly identified with your organization and its fundraising efforts, and able to concisely and passionately make the case for why your organization deserves funding and what the money will be used for.
6. Active Participation by the fund development committee. As you attract outside volunteers you need to also engage your current leadership. If your board of directors does not already have a fund development committee, one should be established with goals and financial objectives.
7. A team of properly trained and informed volunteers. It is volunteers, not staff, who are the best fundraisers. People who are giving their time and money to your organization are the strongest advocates to encourage others to do the same. Recruit volunteers to fill defined roles and let them know their responsibilities and the time frame of their commitment. Before they begin soliciting, train them in how to encourage involvement and solicit gifts. All volunteers need to be able to talk with authority about the impact your organization makes and how funds raised will be used. Each volunteer solicitor needs to make their own gift before asking others to do so.
8. A strong public relations/communication plan. Create a plan for how to let people know the impact your organization is making. Include every method you can think of such as op-ed pieces, a newsletter, speaking before faith-based and other organizations. Do everything you can so that when a donor is asked for money they already know what great work you do.
9. Donor Recognition and Acknowledgement. You can’t say thank you enough. When a gift is made it needs to be acknowledged right away. Send a personal letter. Have a board member call the donor. You can never be too busy to thank and acknowledge donors. Include their names in your annual report, mention them when speaking in public, create a wall where the names of those who support your work are publicly displayed. Encourage all to have a FUNdraising good time.

To request your own Prerequisites for Success Fundraising Checklist send an email to Mel and Pearl  

© Copyright Mel and Pearl Shaw. Working together as Saad & Shaw we help non-profit organizations and institutions rethink revenue sources. We are the authors of How to Solicit a Gift: Turning Prospects into Donors. Visit us at www.saadandshaw.com or call (901) 522-8727