Vision!! Every development officer has heard the call: “If only we had leaders/boards with vision….” Vision and visionary leadership are probably the two most recognized and celebrated elements in highly effective fundraising operations. But of much greater importance and certainly less recognized in the creation of a fundraising climate are the ABCs of common ordinary practice. Neglect these day-to-day basics, and the fundraising climate will be diminished.

Goals and objectives: It's not just about the money

For obvious reasons, there need to be monetary goals. Boards demand them. But the best motivating goals for a development office are not necessarily monetary. For example: I reflect on the experience of holding a $9 million cheque in my hand - every fundraiser's dream! The feeling did not last. Once the cheque was processed, it was business as usual.

The significant motivating factor was not that we attained some artificial or agreed objective, but that the $9 million would fund programs which had the potential to change the campus. It is the transformational nature of the gift that excites donors and it is the transformational nature of the goal that will excite the development staff as well.

Goals directly related to your philanthropic service will motivate everyone.

Performance measures: Look to the group, not just the individual

A fundraising climate is a group phenomenon. Performance measures that measure only the staff are highly individualistic and potentially are a disincentive to creating the right climate. Measures directed at the fundraising program itself encourage buy-in and group participation and allow successes to be shared right across the development staff, so they may be a better predictor of success.

Performance measures that measure only individual staff members encourage the aggressive individual star, whereas measures such as the overall growth of the program or an increase in donor participation promote team building and esprit de corps.

Volunteer training: Don't leave the “why” question to take care of itself

A great deal of volunteer training is undertaken around the “how” question, i.e. how to visit, how to make an ask, etc. In fact as much as 90% of the volunteer training conducted across North America involves the mechanical aspects of fundraising. Often consultants or trainers do not take the time to understand fully the charity they are assisting, and charities themselves believe that the “why” question is self-evident. Once the “how” question has been answered they believe the “why” question will take care of itself.

For purposes of motivation, the “why” question is equally important and may have the greater impact on the fundraising climate. Volunteers need to know why they are raising funds. They need to have a sense that their efforts make a difference and that through their efforts they share in the society-changing nature of the work of the charity.

The Board: No advisors, observers or armchair critics, please

We do our charities and ourselves a disservice when we allow boards and even fundraising committees to be mere observers of our work. A climate conducive to fundraising is created when everyone shares in the adventure of fundraising. Our boards and our committees must be hands-on people - not advisors or observers or armchair critics.

It is known that during the First World War, casualties were high and the morale low because the generals directing the troops from miles behind the action demanded impossible tasks. Today it is not war, but impossible tasks and low morale are created by disconnected boards issuing directives when they may have no real experience, knowledge or sense for the fundraising situation at that particular institution.

An involved, hands-on board sets the tone. Its members are the organization's ambassadors and must also be the promoters. When they are eager and passionate, they will engender enthusiasm in the community and throughout the organization.

Board composition: You need networks and net worth

A fundraising climate is surely created by success. Critical to success is having an appropriate mix of people on our boards and fundraising committees.

During a fundraising audit of a charity with which I was working, I discovered that the board was almost exclusively composed of people who were helped by that society - women who had never worked outside of the home, and tradespeople who had a very small network. It was obvious that the board had neither networks nor net worth.

Unfortunately, despite heroic efforts by these volunteers, morale was low and there was little fundraising success. That charity needed people of influence whose network could carry their efforts to people of affluence. The atmosphere would have been different given a different and more strategic composition of the board.

Choose your volunteer board carefully. Board composition is as critical a factor as any that has been discussed in this article.

Policies: A sine qua non for successful fundraising

One cannot say for certain that policies help create a fundraising climate, but it is certain that a fundraising climate cannot be maintained in charities where no real policies exist. Random decisions, summarily made, give the wrong message and can contribute to an environment hostile to raising funds.

Policies and procedures, well thought out and properly executed, become the background upon which a fundraising climate can grow. Trust and a sense of inter-connectedness are created. Policies are the means to inform staff and development officers where they stand, how far they can go, and what authority they have. In fact, the whole organization will know that decisions are not ad hoc or arbitrary and that individuals will be supported when confronted with tough choices.

Policies let everyone know - staff and donor alike - that the organization is well run and that donors' funds will be well used. Surely this is an atmosphere where fundraising can thrive.

Case statement: Look for the vision right here

One of the great ironies about our business is that fundraising isn't really about raising funds. It is about vision and about making our society and the world a better place. It's about the life-changing programs and services that flow from that vision. And most importantly, it's about involvement and getting others to join with us in the philanthropic endeavor to make a difference in our world.

If one is looking for a vision component to a fundraising climate, it is here, in the Case Statement. The Case Statement takes all of the often ill-defined concepts, intentions, directions and dreams of the charity, states them in a factual manner, and articulates an overall vision of the charity with just enough emotive content to motivate even the most reticent to understand and support the fundraising program.

Planning: Give the vision legs

Planning makes the vision concrete. Where Case Statements give a unity of purpose, planning gives a unity of effort. The best plans are inclusive. Everyone is involved, moves in the same direction and understands the importance of his or her individual place and contribution to the fundraising endeavor.

When all share in the plan, all set the direction, all agree, and all know what “we” are going to do next year, motivation will be created across the whole organization.

Your charitable programs: Why we care at all

We in the fundraising community need to recognize that our fundraising is ultimately tied to the level and quality of the charitable services or programs being offered. An organization delivering poor programs or services won't get anyone excited. And this will be especially the case for those charged with raising the money to underwrite those programs.

If your organization is respected in its community, seen as well run, delivering solid programs that are perceived to be worthwhile, innovative or addressing some vital concern, a climate conducive to raising funds will naturally arise.

Endowment: Giving the donor something to buy into

Today, immediate cash dollars are absolutely needed by the charities. Because many charitable agencies struggle just to maintain their level of service and most of their programs are not self-funding, boards and CEOs place a good deal of pressure on the development staff to raise dollars to cover the deficit. As a result, a great deal of our fundraising efforts are directed to funding what is euphemistically called “the area of greatest need”.

The problem with deficit fundraising is that undesignated moneys are the most difficult type of funds to raise. There is nothing for a donor to buy into and it gives no position to follow up next year. The desire and the push to raise undesignated funds often becomes a disincentive for all - fundraiser and donor alike.

Having the right product to present to a donor can be a great motivator. In capital campaigns we present the donor with giving opportunities - projects, buildings or naming opportunity - and we all know how well this works. In annual or planned giving, the endowed fund can fulfill this vital role. It becomes the right product that, if structured appropriately, will meet the needs of the donor and the charity.

Undesignated funds are still needed, but the development officer must have the ability to offer endowments. Having the right product to offer a prospective donor facilitates the whole philanthropic process. And anything that facilitates is motivating. If you have motivated donors and motivated staff - you are well on the way to building a fundraising climate.

Donor centered: It's about the folk who keep you in business

Charities which raise funds well have staff that are attuned to the needs of the donor. There are still too many stories of the stereotypical little old donor coming to the reception area of one of our charitable institutions and finding no one able, trained or interested in helping her. A fundraising climate is something that each staff member helps create, participates in and maintains. The best institutions will have staff who are customer-focussed and donor-friendly.

A fundraising climate is developed or diminished in the seemingly mundane day-to-day interactions and tasks that occur in all our workplaces. When these everyday elements have been addressed and are working, you will have a very effective development shop. But then put visionary leadership into this mix. It will be the spark that ignites fervour and passion and will make a good development office into a truly great one.