"Nonprofit organizations are stuck in a vicious cycle that threatens their ability to raise the resources they need to succeed." – "Underdeveloped", CompassPoint
Like many of you, I subscribe to several industry groups and newsletters in the interest of staying on top of trends, notable wisdom, and topical conversations of interest to my community. So, a question posed to the Linkedin group, Alliance for Nonprofit Management, which revolved around a development director raising his/her own salary, caught my eye. That's because, I've heard this argument before, most notably from a colleague who led a rather large nonprofit association. At the time of his remark, I remember suddenly getting that cold prickly feeling.
Around that time, I also heard a statistic that proclaimed the average length of employment for a development director to be 18 months and for an executive director, 36 months. That's never sounded like a positive solution for a sustainable organizational future and it certainly doesn't create a positive environment for a team approach to growing relationships with donors. So, I found the following quote from Compass Point's study: UnderDeveloped: A National Study of Challenges Facing Nonprofit Fundraising more than simply poignant.
"For years now, there has been widespread concern in the nonprofit sector about premature turnover of development directors, lengthy vacancies in the role, and the seemingly thin pool of qualified candidates from which organizations can choose. The development director is commonly labeled a “revolving door” position, and “the hardest to fill and retain” by executives, board members, funders, and capacity builders alike."
Fundraising/development is by and large a sales function. You need someone who will get out there and sing your praises, but it's not that simple. With years of experience as a sales manager and development director, I understand the pressures associated with these positions as much as anyone. And, with over 25 years of marketing, business, and organizational development expertise, I know there is a simple solution to this turnover problem: fundraising is not a singular position. You can't expect one individual to arrive with a box of magic bullets, or a Rolodex full of donors interested in your mission. Here are some hip tips to help you reframe your expectations about this important organizational function:
- Stop looking at fundraising as a burden. If you are convinced of the importance of your work, that you are performing your best, and if you believe the world is a better place because of your impact, then asking donors to invest in your mission should be the easiest thing in the world. Everyone should want to participate.
- Resist the urge to hire someone with the goal of placing fundraising soley in their court. Rather, give this person the responsibility of rallying the troops and giving all your stakeholders the opportunity to sing your praises. Your development director is your quarterback, not your running back. Don't hand him/her the ball and hope he/she crosses the goal line. Everyone on the team should be focused upon tearing down the goal posts.
- Think holistically, understand that your entire organization is a system, with each functional area reliant upon the other. Program drives impact, impact attracts funding, marketing spurs interest. It is circular not linear.
By applying a holistic strategy to your organizational development you'll automatically create a team environment where everyone wants to win.