When I first went to work at the Children’s Center for Hope & Healing, a counseling center in Northeast Georgia, I longed for the staff I worked with to tell me clients stories. I knew I needed to be able to share our clients’ stories with donors and volunteers to inspire giving and volunteerism and, given that the organization was in dire financial straights when I began working for it, being able to motivate people to give was essential, but I just couldn’t—at least not initially—get the staff to share stories about the clients.
Signs Your Organization Lacks a Culture of Philanthropy – Part II
In an earlier post, I wrote about some of the ways that a board of directors reveals that an organization does not have a Culture of Philanthropy. Here I write about how some of an organization’s Executive Directors and staff members similarly make visible that an organization lacks a Culture of Philanthropy.
Too many organizations want to treat fundraising as an add-on, like an extra appendage sewn onto the body. Imagine attaching a limb—say an arm—to the body, but not connecting it to the circulatory and nerve system and not re-wiring the brain to recognize the new arm. How uselessly it would flop around! Eventually, without blood, oxygen, and the protection of the nerve system, the limb would die.
For fundraising to work – that is, for fundraising to be done as sustained, donor-centric development, rather than as an episodic, short-term, organization-centered fundraising, fundraising requires changes with which many organizations are simply not comfortable.
If fundraising hasn’t been an integral part of the organization’s life from its beginning, it has to be skillfully grafted on in a way that wires it to the brain and connects it to the body’s major systems.
Here are my 13 Ways an Organization Reveals That It Is Not Serious about Fundraising
This year’s Nonprofit Communications Trend Report, published annually by Kivi LeRoux Miller, highlighted the possibility of conflict within nonprofit organizations’ communications and development departments about role definitions, goals, resource allocations, strategies, tactics, and more.
And, just to prove how prescient the report might be, nonprofit fundraising and marketing bloggers have begun to slug it out online.
I suspect where communications and development cannot agree, collaborate, and talk things through, it is often the case that, in these situations, there is no culture of philanthropy. And while Underdeveloped calls on Development Directors to work to change from within the culture of philanthropy in organizations that lack it, it’s been my experience that in those organizations where no culture of philanthropy exists, the development director often lacks the power or authority to lead such change. By the nature of the problem, the development director is disenfranchised in these situations.
Dear Program Staff:
1. Just because we don’t work with our clients face-to-face, on a regular basis, doesn’t mean we don’t care about them. In fact, we care about them.
Most of us could pretty easily work in sales, marketing, or communications positions in the corporate world (at much greater pay). But we choose to work here because we care, because we want to, because we love our clients and because we care about the mission. Our care for our clients might look different than yours, but it’s there nonetheless.