CRITICAL INGREDIENTS FOR FUNDRAISING SUCCESS

Contributor

Nov 14, 2002

All of us involved in resourcing the work of voluntary sector organisations have an amazing opportunity to contribute to a better world. As catalysts in the process of raising awareness, and then converting our supporters' compassion into action, we have an enormous responsibility as well, writes Stewart Crocker, Chief Executive of the Resource Alliance.

"Aid Workers Exchange" is a weekly knowledge-sharing
bulletin for field staff in humanitarian relief and international
development. The format alternates between Q&A and short
articles. We welcome your comments and contributions.

Please share this e-mail with interested friends and
colleagues. Subscribe/unsubscribe details are the end.
-----------------------------------------------------------------
This week Stewart Crocker addresses one of the most popular
topics amongst the questions sent to Aid Workers Exchange.

Do you have any "lessons learned" to exchange with
other aid workers? e-mail [email protected]
or join the discussions online at www.aidworkers.net/forum/

You can read this bulletin on the on the web at:
www.aidworkers.net/exchange/20021030.html
-----------------------------------------------------------------

CRITICAL INGREDIENTS FOR FUNDRAISING SUCCESS
By Stewart Crocker

All of us involved in resourcing the work of voluntary sector
organisations have an amazing opportunity to contribute to a
better world. As catalysts in the process of raising awareness,
and then converting our supporters' compassion into action, we
have an enormous responsibility as well.

I am thinking here of our individual responsibility to optimise
the net income raised for the cause, or causes, for which we are
fighting. But, I am thinking beyond this too. My experience over
the last five years as Chief Executive of the Resource Alliance
has brought into sharp relief for me the critical importance of
our shared responsibility to nurture the trust and confidence of
existing and prospective supporters. Throughout the world,
enlightened leaders of NGO's are facing the challenge of
creating this critical ingredient for fundraising success.

In most countries the culture of philanthropy is alive and well,
but this is very often devoted to traditional, personal and
religious causes, rather than to the work of non-profit
organisations. This means that the leadership must transform
organisations in these countries from ones which are seen by
many as foreign inspired anomalies, to organisations which are
seen as worthy recipients of philanthropic support. This is
easier said than done. It requires long-term thinking, planning
and investment in many aspects of organisational development.
These include:

* building a credible volunteer Board;

* developing a clear vision, mission and long term
organisational strategy;

* changing organisational culture from one that thinks in
relatively short three year cycles of planning and decision
making to one which is comfortable taking a long term view of
investment in building relationships with supporters;

* devoting resources to raising awareness of the organisations'
cause and the impact of its work;

* raising the profile of the organisation and in projecting a
positive image;

* investing in staff and technology required to build a
relational database;

* last but not least in training and developing staff in the
skills required to develop and implement the long-term
fundraising strategy.

We would all acknowledge that investment in this latter capacity
is vital. And yet, all too often, in voluntary organisations
operating in developed markets the emphasis is placed on
expecting the fundraising function to achieve more without at
least an equal emphasis on building all these other critically
important capacities.

In the absence of enlightened staff and board leadership, the
responsibility for fundraising is conveniently delegated
exclusively to the fundraising team. An organisation-wide
attention to building these other capacities would have the
potential to enhance fundraising and organisational performance.

I believe that the following is of fundamental importance for
fundraising success:

* an effective programme;

* delivering demonstrable impact which is well understood across
the organisation;

* a shared conviction that the work is meeting an important and
urgent need;

* a shared belief that if this is creatively and clearly
communicated to the right people in the right way it will
command support;

* a clear understanding that the most effective way to generate
increasing net unrestricted funds is to invest in building
relationships with individual supporters;

* based on this, an appreciation that the return on investment
will be low at first but that has potential to improve over time.

In summary, quick fixes, including undue reliance on statutory
donors and one off fundraising activities are simply not a
sustainable option. The only root to lasting success is one
guided by long term thinking and planning which needs to become
the touchstone of way in which the senior team and board alike
operates.

-----------------------------------------------------------------
Stewart Crocker ([email protected]) is Chief
Executive of the Resource Alliance - an international network
working to build the fund-raising and resource mobilisation
capacity of voluntary sector, non- governmental and community
based organisations. Find information about training courses
and downloadable resources at www.resource-alliance.org
-----------------------------------------------------------------

HAVE YOUR SAY ...
Email [email protected] or join the discussion online at
http://forum.aidworkers.net/messages/124/84.html

Author

Anonymous (not verified)

Discussion Forum

Africa in 50 years..

Africa Today: The Current State of the African Nations

Subscribe for Free!

To unsubscribe Click Here

Support Pambazuka

Search form

You are here

Author

Discussion Forum

Subscribe for Free!

ADVERTISEMENT