Fundraising – Just whose duty is it?
Generosity is a mindset.
Board members and staff alike play a key role in creating donor relationships.
Recently Sue Lambert, Director of the Senior Resource Center in Freeport, IL, and Jim Ferrar, Foundation Board member, attended my Fundraising is a Team Sport workshop in Rockford, IL. Jim sent in this question, and it’s a popular one. Here’s my answer!
“Marcy, in your presentation you imply that the paid staff of an organization is part of the fundraising team. Do you mean that everyone on the staff has a duty, not specifically expressed in their job description to perform fundraising activities along with their normal duties or do you mean that someone on the staff is specifically designated to perform those fundraising duties? We recognize that staff by nature of their jobs creates relationships that may lead to donations, but is it a responsibility?”
Excellent question, Jim!
You are exploring the opportunities and challenges of fostering a “culture of generosity!”
When a culture of generosity is in place, it fosters more joy, happier staff, and delight from those you serve. You raise more money and do more good.
And as the word implies, “culture” is not an ‘action step’ like “file paper.” Is it a “duty” and ‘responsibility’ to honor your country? Is it a responsibility for all staff to embrace the mission of the organization from custodial staff to Director to Board President? There’s an old saying, “The beatings will continue until morale improves.” Distasteful, but makes the point that you create, nurture, lead, serve as an example of, encourage, and foster morale and culture. You can’t demand it.
When you can create this culture, most staff WILL take on engaging donors as their “duty” and “responsibility” even though it is not in the job description.
What does an IDEAL culture look like?
- All staff “get it.” They are educated and aware of the role that giving plays in the organization’s well- being. There is no shame around this – just a Joy of giving!
- Donors are viewed as “part of the team.” Not “out there” or a “necessary evil” we have to “put up with” to get the money we need to do our good work.
- Because the staff understands the role of giving, many give themselves. The Leadership (board and lead staff) lead the way with their own meaningful giving.
- The staff is told about the specific results private gifts have had – or could have – in the organization.
- The organization has a clear strategic vision and knows the role giving plays (specifically) in bringing that future to life. Clear giving options are in place that reflect organization needs and also operational needs the staff has helped identify.
- All staff knows how to respond to some very basic comments or questions. “I’d like to do something to thank X for my great service/care/whatever.” “Can I write a check to this place?”
- The staff is told stories about givers and the results of giving. They can then share these stories with others. “Last week we got X supplies because someone gave us the money to buy them.”
- Staff giving is encouraged, appreciated and talked about and private gifts help make their specific work better/easier.
- There are signs/posters/honor rolls/brochures that share who has invested in a celebratory and appreciative way.
- When someone is interested in giving, the staff knows what to do – how to refer them and follow up with a staff member who can take on the giving conversation.
So yes, Jim and Sue, in this culture all staff consider it their duty and responsibility to be part of the “team sport of fundraising.”
Often there is also a lead fundraising staff member whose specific job duties are to manage periodic mailings, host events, write grants, thank donors, and foster individual relationships that encourage giving. 80% of giving comes from individuals, and these folks spend their days in partnership with the team encouraging donors to invest. Their success is heavily dependent on the performance of the whole team – how the organization delivers on its mission. Some shops actually make development staff decide who gets “credit” for a contact. This practice is crazy. We had a practice of telling a story about a major gift that came in including every player involved – from the receptionist to the CEO and the other donors, staff members, board members, etc. in between.
ALL OF THIS is led by the BOARD and Leadership! This culture is first embraced by the board!
Board members can encourage staff members to give and talk about giving with these tips:
- Talk about what you are giving and why
- Thank and appreciate staff giving
- Ask staff what they need to do their work better
- Include staff is relationship-building for donors.
What happens more often? No one is comfortable talking about money. The staff doesn’t want to seem greedy suggesting money – in fact, when I had written a $500 check to the hospital on my way out after delivering my second child, the nurse emphatically turned it down saying. “We do this work because we love helping moms and babies! We don’t take money for it!”
A culture of generosity is a mindset. It can and must be nurtured.
Leaders may be concerned staff already have too much to manage as it is without being concerned about giving. Some may feel like they are not paid much/enough and then they should give too? Some simply do not have a philanthropic spirit. All of these mindsets can be changed with education and example. Culture is created with the stories of generosity and the JOY this giving gave back to the donor. So…you are both right.
Many people struggle with taking personal responsibility. You will find there are staff and board members who will leave the organization rather than “have to” get involved with fundraising. That’s fine – it makes room for those who understand! Board and staff must be accountable to someone else, or they simply won’t get engaged.
Embracing generosity can lift the entire organization in amazing ways. Yes, every organization has the grumblers and complainers – the blamers who gather an audience of sympathizers by complaining about everything. They are poison to a culture of generosity and generally provide the poorest service with the lousiest attitude. A spirit of giving can be contagious. If you and the entire board embrace it, lead it, the staff will get infected for good. A nice ‘virus’ to have going through the place.
