Most nonprofits are struggling to tackle enormous workloads without enough staff.  The smaller your organization, the bigger the struggle.

 

So, how do you raise the money you need?  

 

First, everyone needs to be involved in fundraising.

 

Let's start at the top with the executive director.  Your director must be the primary fundraiser for the organization even if you've got a development staff person to help.  The fundraiser's main job in a small shop is to ensure that the director makes the best use of their fundraising time.  Not to do all the fundraising so the director doesn't have to do it anymore.   

 

Without strong leadership at the top and a director who's willing to prioritize development, you'll never reach your full fundraising potential as an organization.  That might be hard to hear, but it's the truth.

 

But it doesn't end with the director.  The board needs to help with fundraising too.  Even if they "don't know anyone with money."  Even if they're a "working board, not a money board."  Even if they're a membership board of constituents or service recipients who you don't think have any money to give.

 

Every board member must be a donor.  I don't care how much they give.  Whatever is a meaningful gift to them, whether it's $1 or $1,000,000... it doesn't matter.  What matters is having full participation.

 

Beyond giving, the board must also help with fundraising.  The whole board.  Not just the fundraising committee.  The fundraising committee coordinates the board's development work. 

 

Let me be clear -- this doesn't mean everyone on the board has to be out asking for money.  That's only one part of fundraising and it's not the biggest or most important part.   

 

There are plenty of ways for your board to be involved with fundraising without asking for money.  And I've written about many of those in past issues.  Again, what matters is having full participation... having everyone play a role that best fits with their experience, skills and interests.

 

This is advice I'd give organizations of any size.  But small shops can least afford to have their board uninvolved in fundraising.

 

Now, what about the rest of the staff?  Do I actually expect everyone to help with fundraising?  Yes, I do.  And you should too.

 

Everyone's role at your organization -- from answering the phone to entering data to running programs... they all affect your fundraising.  It's one thing to understand that in theory.  It's another to have contact with supporters directly and realize what it means for yourself.

 

Plus, there's a limit to how many supporters one or two people can contact in a day.   

 

Imagine how much more personal attention you could give your donors if everyone on staff had 10-12 donors that they were in touch with throughout the year. 

 

Again, this doesn't mean putting everyone to work asking.  It could be writing "thank you" notes, calling to let them know about a major victory, or sending your newsletter in a hand-addressed envelope with a note.

 

The result of having a whole team of people doing this work?

 

You'll have closer relationships with your supporters.  Your donors will feel more connected and committed to your cause.  And you'll raise more money for your organization. 

 

I'll be talking more about exactly how to implement a system that involves the whole staff in fundraising in the coming months.  In the meantime, start the conversation.  Talk to your director and board chair about how they could see this model working.  You'll need their leadership to make it happen.

 

The last human resources that are critical for small shops to engage are freelancers, consultants, contract labor... whatever you want to call them (or I guess I should say -- us!). 

 

Knowing what you don't have to do in-house is as important as knowing what you do have to do.  Your time is worth money and needs to be spent on the most critical, high-level tasks -- namely, personally connecting with donors.

 

Some work is more easily outsourced than others.  Things like drafting your direct mail solicitation or newsletter, grant writing, and creating an appeal package for prospects are concrete projects that could be handed off to someone else. 

 

Plus, you can't expect yourself to be an expert in everything.  You simply don't have time.   

 

Bring in someone who has copywriting expertise and understands the art & science of what motivates giving.  The right outside talent can reap huge rewards without the sometimes unaffordable cost of having that expertise on staff year-round.

 

I know... you don't think you have the money to pay for a consultant.  I've been there.  I get it...   

 

But if you pick the right person, they'll create something that will get better results and more than pay for the added cost of bringing them in to help. 

 

Plus, having these extra pairs of hands will free up your time to focus on the most important fundraising of all -- building relationships with your donors.  This is the work that needs to be done by staff.  And it's probably the work that's not getting enough of your attention right now because you're overwhelmed with grant deadlines and getting ready for the spring mailing or your next event.   

 

Next month, I'll tell you more about exactly where you should be focusing your time and energy to get the biggest return...

 

See you in March!