HOW TO FUNDRAISE!

A friend was complaining that fundraising for her organization was so hard.  The major programs they provide are all fully funded.  That meant that there was nothing left to raise funds for except, of course, operating funds—and no one wants to support keeping the lights on.

She is not the first fundraiser or Executive Director to tell me this.  But each time someone does, I am astounded anew.

Do you really go out and fundraise only for the specific thing you need (and don’t have funding for)?  Or do you raise funds to ensure that your organization can meet its mission?

I hope your answer is “the latter.” Because you cannot fulfill your mission if the lights can’t be turned on.  Or if you don’t have appropriate staff, technology, and other resources.  

Fundraising for unrestricted funds should talk about why you do the work you do, and what happens because of what you do.  And, of course, that you don’t do this alone.  It is thanks the generosity of your wonderful donors that you can provide the services you do.

For those donors who want to fund something specific, the first step is to find out what they want to accomplish with their philanthropy.  And let’s say that what they care about is that core program for which you already have funding and have no interest or ability in growing.

Do you tell the donor, “Sorry, but you cannot support that.  We already have funding for that program”?  Sure, you would if the funder of the program made it clear that they and only they “owned” the program.  But that usually doesn’t happen.  They simply tell you that their money is to go only to that program.  And it does.  And it will.

What you do for your donor who is also enamored of that program, is give them an opportunity to provide budget relief.  You don’t, obviously, tell them this, but , rather, talk with them about what the program costs, and find out what they are willing to give.  That amount is then freed up to go—yes!  Into the operating budget.

Other ways to provide a donor with support for a program they are interested in is to explain to them, carefully and completely, how their unrestricted support makes work on the specific program possible.  This is not for every donor, but savvy donors do understand.  

You can also ask the donor to endow the program—with enough language in the endowment agreement that will allow for changes should the need arise.  And, if you can, note that this endowment supports both direct and indirect costs for the program into the future.

Finally, instead of talking about a program at all, talk about your constituents—those you serve and who benefit from your work.  Instead of discussing a gift that will support say the literacy program for non-English speakers, talk about how these donors can ensure that your clients who are non-English speakers will become literate and have a better future because of their generosity.  It’s a fine distinction but a very real one.

In short, don’t throw up your hands feeling that you have “nothing” for a major donor to support.  You have the work you do, the clients you serve, the community you improve.  Isn’t all that worth a contribution?