Part two of a two-part series
When it comes to raising funds for your organization, is everybody doing everything all at once? Are some people doing nothing? Are there lapses in your fundraising activities? If you answered yes to any or all of these, you may find the situation can get better when everyone knows what roles and responsibilities are. These let everyone know what they’ve agreed to do, when, how, and with whom.
We recommend defining roles and responsibilities for all the people who will help you reach your fundraising goals. When you present a staff person, board member, or volunteer with a written description of what exactly you want them to do, it is easier for them to say “yes” or “no” or to ask questions. Don’t worry that people will reject working with you if you document exactly what it is that you expect them to do. It is much better for people to know your expectations in advance. That way they can give you an honest response as to whether or not they can truly be of service. It also allows volunteers the opportunity to set aside time in advance to fulfill their responsibilities. If someone can’t fulfill the roles and responsibilities you have set out, you can mutually negotiate them. Or, you can ask someone else to serve instead.
Here are specific examples to consider. Identify 35 prospective donors who have the interest and financial capacity to make an annual gift of $15,000 each. Host quarterly “friendraisers” for prospective donors, volunteers, or supporters. Meet personally with prospective donors to explore their interests, provide information about fundraising, and answer questions. Secure pro-bono printing services for new brochures. Participate in selecting and testing new donor management software. Provide electronic contact reports after each fundraising visit.
Before drafting roles and responsibilities, seek input. Ask staff, volunteers, and executive leadership to create a list of what they are responsible for in the area of fundraising. Use this information as you create descriptions for current and future staff and volunteers. If you are writing roles and responsibilities for a committee, be sure to include a list of the types of people who you suggest as potential members. Ideally, the committee chair should invite people they know to serve with them on the committee. You can always suggest potential members, but remember, it is best to empower volunteer leadership. Let them attract people they want to work with.
We cannot stress enough how important it is to attract people who are willing and able to fulfill identified roles and responsibilities. It may take you six to nine months to secure a fundraising chair who is willing to solicit lead gifts (a minimum of 20 percent of your fundraising goal) and major gifts. That is much better then quickly attracting a chair who is not willing to solicit gifts at all.
Part one of this series provides examples of questions to ask as you begin this work.
Excerpted from Prerequisites for Fundraising Success by Mel and Pearl Shaw
Copyright 2023 – Mel and Pearl Shaw of Saad&Shaw – Comprehensive Fund Development Services. Video and phone conferencing services always available. Let us help you grow your fundraising. Call us at (901) 522-8727. www.saadandshaw.com.
