It’s not what an organization does to succeed but rather what it doesn’t do that places it at risk. No charity intentionally follows a formula for failure or works towards mediocrity when it comes to developing funds. How then does failure or mediocrity happen?
There have been many articles alluding to problems facing the nonprofit sector. In particular, the issue of staff turnover in the fundraising role has been identified as a major problem for charities.
To keep the right staff, regardless of the type of business, an organization needs to create an environment where staff can succeed and use their time effectively. Greater success means more dollars for programs and salaries. In most cases, this success manifests itself in greater staff retention.
The nonprofit sector often neglects to provide this type of environment. Instead, they bring new hires into a plethora of ‘this and that’ with no concrete definition of how things get done. Information is everywhere—and in disarray. New hires often have a mandate to make changes and decisions which they are unprepared to make, negatively affecting operations.
Examples of poor results are endless as charities search for funding and the right formula for success, and not just survival.
Some problems might already be well entrenched, with new ones to be introduced. Do any of the following situations sound familiar?
The most damning situation of all is where new staff arrive only to find a black hole rather than a wealth of information and knowledge. How easily can they resume the job of fund development when they will need to spend considerable time trying to reconstruct the past in order to move forward?
Implementing information-management practices
These problems are not those of the fundraiser but rather of the charity which has chosen not to establish concrete information-management practices. Implementing change may not be welcomed when practices have been established on an ad hoc basis, however, this is where the good of the charity takes precedence over inconsistent methods. People come and go, when they leave a legacy of their contributions it helps sustain a charity, when they don’t it puts the charity at risk.
It is senior management, with the blessing of the board that needs to establish the rules of engagement. These expectations, when hard-coded for all players from executive director to receptionist, provide the basis for achievable goals and objective performance reviews. They make all staff accountable for their compliance to best practices designed to benefit the charity. In particular, it is those involved in fund development that need to explicitly understand these roles. Fund development and ultimately fundraising are key functions and when these areas suffer so does the charity.
It’s our position that each and every staff position should be well defined with specific tasks that ensure a department functions within the context of the business as a whole. Where we have noted a failure to perform is where there are no well-documented expectations and instead there are general guidelines which a staff member may choose to follow in any manner they consider reasonable. This is where fund development gets into trouble as each person’s understanding of what is expected varies.
No one intentionally neglects important contributions to a charity and its knowledge-base, but some have been better prepared to meet their organization’s expectations than others. This may be due to a better understanding of the importance of information and how it affects activities today and opportunities tomorrow.
And how important is fundraising? Can a charity do without it? Just examine the percentage of charitable dollars a charity needs to raise annually to understand the gravity of this question.
Can a charity do ‘it’ better?
The answer to this question is ‘it depends’. It depends on senior management and their resolve to endorse and support change. It depends on whether the board and management understand the need for a business approach to information management and particularly as it relates to fund development activities. It depends on whether the charity wants to thrive or just get by. It depends on whether the charity has been able recognize practices that cause it to under-perform.
To engage a high performance, fund-development team a charity must first look at the environment they offer to ensure continuity and sustainability.
Sharron Batsch is the developer of @EASE Fund Development Software and the author of From Chaos to Control, Build a High Performance Team Using Knowledge Management. She has worked with a wide variety of charities for over 25 years as both a consultant and volunteer fundraiser and event chair. Her work helps define how charities can best use the data they collect and create. She specializes in information management for the not for profit community.