Gloom and doom. The sky is falling. Budgets are bad. We need to cut back. It’s time to do even more with even less.
Sound familiar? If you work in the nonprofit or educational sector, it should. It seems like every few years we go through this cycle—and every few years, we react in the same way.
I’m fond of quoting Albert Einstein’s definition of insanity where he pointed out that if you keep doing things in the same way it is simply not rational to expect that you will get a different outcome. And yet that is exactly what we do.
The prevailing logic says, we have no money, therefore, we have to downsize our Development Department. More insidiously (and, alas, more commonly), Boards or Presidents proclaim that things are even worse than before, so we still can’t afford to hire a Development officer
In other words, we have no money so we certainly can’t hire the very person or persons who will change that dynamic. The variation on this theme is that we will hire a development person—but we’ll save money by hiring someone with not enough experience or skills to get out there and raise money quickly.
The fact that in ongoing, sustainable fund development programs, you can expect to raise $5 for every $1 spent, seems to be something that only Development professionals understand. And no one in charge is listening to us.
To some degree, we—development professionals—are to blame. Too many fundraisers don’t. Raise money, that is. They (and note the arms length here, which I’m sure you share) are too busy going out to lunches, having “meetings,” complaining about the database, to be productively cultivating, soliciting and stewarding donors.
Many of us, of course, do do ours job. And we do them well. We bring needed money into our organizations and help move our missions forward. But we also let Board members, EDs, Presidents, Deans…whoever we report to, take all the credit. And that is how it should be—publically. Privately, however, we have to make a very different case.
What percentage of those gifts would have come in if the Board member had only invited his friend to the event? If the CEO only went that that lunch? If you didn’t make the appointment and the arrangements, followed up with the prospect, wrote those thank you notes, pulled together all the information the prospect wanted and continued to connect the prospect to your organization more and more and more until he/she/it (as in corporation or foundation) turned into a donor. And knowing that your best donor is an existing one, who is keeping that donor involved?
Beyond documenting the dollars raised and the costs to raise those dollars, we must be persistent (and professional) in showing how much we do and why it pays to invest in development. We are the best defense in keeping the sky from falling.