Tag Archives: development officer

Fundraising Professionals Are Essential Workers

While developing public presentations this spring, I began considering the role of development professionals in nonprofit organizations today. And that got me a little worried.

When I began my career, the average amount of time a development officer stayed at his or her job was approximately 3.5 years. I remember many in the profession felt that was too short a time. Today, however, the average time a nonprofit fundraiser remains on any given job is 16 months. In the article, “Stop the Revolving Door in Nonprofit Development,” Benefactor Group concludes:

“According to a study by author Penelope Burk, the average fundraiser stays at his or her job for 16 months before assuming another position. And replacing these professionals doesn’t come cheaply—averaging 90% to 200% of their salary in direct and indirect costs, according to the Society for Human Resource Management (SHRM).

This loss of talented development staff creates a tremendous burden for nonprofit organizations since fundraising is rooted in strong donor relationships. An absent or inexperienced gift officer can spell trouble for philanthropic support.”

My personal experience is that nonprofit leadership – directors and board members – often lack knowledge about what is involved in nonprofit development. There are, however, many trustworthy support organizations that counsel aspiring fundraisers in best practices and ethical behavior, and numerous excellent books discussing the role of development in nonprofit success.

When I began fundraising during graduate school, the role of a development professional was understood to be a high minded one. Your ultimate goal was to nurture relationships and guide modest annual contributors toward increasing engagement and a long term development life cycle. Your aim was to encourage donors to become active volunteers, advocates and eventually, you wanted to them to become so loyal that they not only continued to give generously, but they placed the nonprofit in their Will and estate plans.

This means “development” takes time.

There are common misperceptions by fellow nonprofit staff members and leadership about what development professionals are actually doing. More than once, I have been hard at work on a multi million dollar fundraising campaign, when someone in the office mistakes my job as “schmoozing” with wealthy donors. They want that experience for themselves. To some degree, jealousy is a common human trait. But nonprofit directors and board members – if properly informed and trained – can become more mindful of jealous reactions and help prevent any “end runs” that may occur on staff.

“Never underestimate the power of jealousy and the power of envy to destroy.

Never underestimate that.”

Oliver Stone, American director (b. 1946)

My work in fundraising by the numbers is approximately 5% “schmoozing” and 95% research, identification, planning and strategy development, writing, documentation, reporting, communicating, organizing meetings small and large, taking meeting notes, managing social media and the like. This type of work takes quiet time, focus, organizational and listening skills.

I have also discovered startup and young nonprofits follow what they believe to be “business” practices, and they want to view development as an activity that is purely about getting money to serve a mission, now. Relationships (including communication) should not matter. If donors want to see the mission succeed, the thought is they should not care about any “emotional” connection to it. Give the money and get out of the way.

My job over the years has involved correcting several of these kinds of situations. That is because securing major gifts requires donor confidence, and donor confidence involves communication (including responding to myriad questions), research, staffing, organizational skills and the like. And yes, it also involves helping them become deeply engaged in the work of your nonprofit. And that can and does involve an emotional connection.

Nonprofit fundraisers are also protective of their donors. If a project’s parameters change, they are on task to communicate changes to the underwriters, whether that be an individual, family, corporation, foundation or a government agency. If there are ethical lapses internally, nonprofit fundraisers should try to correct those in-house. But if those dilemmas cannot be fixed internally, donors may need to be informed and requests for corrections made.

Development professionals also gain knowledge over time, both about the nonprofit’s mission and goals, and about the donors who ultimately sustain the nonprofit and ensure its future. Although they should strive to document everything they know for future reference, why let that knowledge (and the relationships that go with it), walk out the door? It doesn’t make sense. But again, I find the trouble lies in nonprofit leadership and their understanding (or misunderstanding) of the work that development professionals are responsible for doing.

The nonprofit sector needs to find ways to train directors, founders and board members. After many years on the job, I believe no one should be able to form a nonprofit organization in the United States today without being trained about the truly essential function of development professionals as well as other key staff positions that make for successful nonprofit businesses today. That training might also include ethical behavior in the nonprofit context, the importance of having a meaningful GuideStar profile to ensure public transparency, how to file a tax return that adequately reflects the work of the organization, and more.

The development profession does benefit from a number of excellent support associations. During webinars, in-person meetings and conferences they cover such topics. But the fact is, development officers often already know these things. But the directors and other leaders within the organization do not.

My message as April 2021 draws to a close is, fundraising professionals are #EssentialWorkers. Take the time to understand their vital role. Appreciate and nurture them. Fundraising takes time, and so does relationship building. Keep your nonprofit #EssentialWorkers as long as you can, and reap the benefits for years to come.

Images illustrating this post are courtesy of Adobe Spark.

Trust Your Instincts | Early Career Lessons

After visiting with a friend about an uncomfortable experience with an older male supervisor early in my career, I decided to share it with others.

I launched Carolyn’s Nonprofit Blog in 2011. In all this time, I have struggled with how to broach the topic of this post, and how to share information that would be helpful to my readers, especially those new to the field of nonprofit development.

Happily, recent online research reveals there is more helpful, quality information about managing workplace relationships – both for women and their male supervisors – than ever before. This is encouraging and it makes me believe there is hope for change in the workplace, and greater understanding from all points of view.

The lessons learned from the story I am about to tell are several. First, trust your instincts. If you feel something is wrong even though you cannot “see” it, there is probably something wrong. Second, tell other colleagues you trust about your feelings and what you think is wrong. Witnesses can be essential, and for the long term. Third, remove yourself from uncomfortable work situations, and as diplomatically as possible. Often you will advance in your career if you do so.

“… Anyone, man or woman, who’s assumed to be a lightweight has a harder time getting ahead,” she says. “Of course that kind of struggle affects confidence level. Qualified women really aren’t taken as seriously as their male colleagues—many studies bear that out—so they’re more likely to have to deal with the emotional fallout of being held back, including a realistic reduction in their confidence about whether they’ll be able to fulfill their ambitions.” Adams should know about the research; she’s the former Director of Women’s and Gender Studies at the University of Maine Farmington.

– Elizabeth Harrin for A Girl’s Guide To Project Management, “6 Ways To Get Taken Seriously At Work” (2018)

Just over twenty five years ago, I worked at a university in the same college where I had secured a Master’s Degree a few years before. I was honored to have been hired, and I held a relatively new and low level position managing development activities for the college, which included several divisions. Three different deans occupied leadership roles at the college while I was there. And as Elizabeth Harrin remarks above, I was definitely considered a “lightweight.”

My work involved organizing and hosting monthly events that included advisory council meetings with alumni who were among the leading philanthropists of Texas, and broader “university” activities that were held in the college’s facilities. The university had a huge legacy of endowments that funded its faculty and programs, some 300 when I was on staff back then. One of my jobs was to thank endowment donors and to update them about activities funded with their endowments, annually. I took this responsibility seriously, and I was encouraged in my efforts by the university’s central development office.

While devoted to my tasks with a laser-like precision and eager to impress, I was admittedly young and still new to the field of nonprofit development. By the time the third dean had arrived to oversee the college, I had uncovered some concerns. One of those was being unable to find out what had transpired with the funding provided by certain endowed funds.

I always hoped to make my annual donor letters interesting and timely. But for some of them, I could not find any information. I wanted to share with each donor how that year’s investment income had been spent on such things as faculty research, new publications, programs, travel and the like, or if the endowments were unassigned, what was happening with searches to fill those positions and related efforts. But I hit a wall with some of them. I asked the endowment accountant for help repeatedly. No information was forthcoming. In fact, at one point during my questioning, the accountant grew very uncomfortable and asked me to, “please stop asking.”

Trust

I scheduled a time to meet with the dean. He had indicated he was quite disinterested in me and my work. My intuition was that he wanted to clear out the current staff of the college and hire “his own.” But finally, I gained my audience. I told him something was wrong with my thank you note process: I could not get the information I needed. In fact, the hair on the back of my neck would stand up on end, when I asked the endowment accountant about certain funds. The dean simply said with disdain, “you just aren’t doing your job.”

“Not surprisingly, a large share of women feel invisible at work, compared with male colleagues. From ordinary meetings to executive offices and boardrooms, many more women than men feel that they don’t get credit for their ideas, or that their contributions aren’t recognized—slights felt even more acutely by women of color.”

– Nikki Waller, The Wall Street Journal, “How Men & Women See the Workplace Differently” (2016)

During this time, however, I kept moving forward. I found allies in the central development office on campus. I suggested the college develop a digital system whereby each staff member in the college involved in endowment tracking – from the accountant to the department chairmen and individual faculty, to development officer – would work off one centralized computer-based system. Information about the endowed funds would be input into the system by each person, and checked and referenced by everyone else. We would all be able to see one another’s work, and would be held accountable for it. My development colleagues thought the idea was a very good one. In fact, I had already informed them something seemed awry and that I was worried. The new system would help with transparency and the flow of information.

Still, at the college level no one was listening. The feedback from the new dean and his associate dean suggested I was not very smart, and I did not know what I was doing. I actually developed a mild stutter at this time. I had wanted the job in the college so much, but I had become afraid, and I felt (rightly) that I was being looked down upon by the new dean and his entourage.

I also knew in my heart that if I stayed much longer, the problems I was uncovering might entrap me, and ruin my future development career. I decided to look for a new job. And I was surprised to receive three job offers. I flew out of the college like a lightening bolt.

Two years later, I landed in Dallas. My career was thriving. I had access to the elite philanthropic community, and my work was going exceptionally well. One evening, I received a call from a colleague still working at my former college. The endowment accountant was discovered to have been embezzling endowment funds over several years. I had been right. I received additional calls from those in the central development office confirming the news.

Now, I had retained a lingering sense of failure about that job. But those telephone calls released those feelings instantaneously. I was relieved beyond measure. I had been correct, although I was sad about the crime committed.

“Trust your instinct to the end, though you can render no reason.”

– Ralph Waldo Emerson, American poet (1803-1882)

Since that early experience, I continue to find older males occasionally fail to take me and my work seriously. But I have also found several who became (and who are) enthusiastic and supportive mentors! Which is all to say, do not assume just because you are young that you will not find strong male advocates. The plethora of stories in the media today about negative male-female experiences sometimes overshadow the good ones.

Build on your own internal strengths and be confident in your own abilities and instincts. Yes, you have much to learn. But you already know a lot. Don’t ever forget that.


About that endowment management system I suggested years ago: I understand someone (a male) at the university did eventually make it a reality. Great news! I wonder if anyone has any idea how it was conceived. Water under the bridge ….

BrainyQuote

Additional Resources

Being a Bridge

Pennybacker Bridge, Austin, Texas

Bridges make connections possible. Bridges facilitate the crossing of people, “from one side to the other.” Shown is the breathtaking Pennybacker Bridge, a “through-arch bridge” located on the west side of Austin in the scenic hill country. Click on the photograph to learn more about it.

I have always thought of nonprofit fundraisers as “bridges” between their organizations and donors. Development professionals must constantly make connections and translate their nonprofit’s mission and needs to individuals, families, foundations, corporations and governments in such a way that funding is provided.

Nonprofit programmatic staff and some board members sometimes lack the skills (or the inclination) to speak with potential donors, and often they do not enjoy asking for financial support. This is where development staff shine, of course.

When I lived in Dallas in the 1990s, I worked on a variety of nonprofit fundraising campaigns, some in their entirety (from start to finish), others for more limited engagements (only for grant research, writing, solicitation, publications and the like). Once, I came across a nonprofit board chairman who was highly regarded in the community, but he had an abiding fear of asking anyone for a donation. A fundraising consulting firm his nonprofit had hired felt the board, including this noteworthy volunteer, were generally useless. Everyone involved had become frustrated. But, I knew there was a way to turn this situation around.

I assured the volunteer that during our forthcoming meeting – which happened to be with one of the leading bank trust departments in Dallas – that he only needed to speak about his passion for the nonprofit and the good it was accomplishing in the community. I promised to pick up the conversation once he was finished, to handle the request for funding and how best to follow-up. Luckily he trusted me and our meeting went very well. Together, we lined the nonprofit up for a six figure donation, which was ultimately received.

In this way, I acted as a bridge between the nonprofit and the prospective donor, but also between my distinguished volunteer and the trust department staff. I understood intuitively that in order to get this critical job done, we had to build a few bridges before arriving at the desired destination.

There is another factor I have discovered in working with major gift donors and nonprofit organizations seeking support, one that reminds me of being a “bridge.” This concerns the donors themselves.

Nonprofit staff (and the general public) sometimes assume that sophisticated, affluent donors are experts in every topic under the sun. But the truth is, they are experts in the fields where they have excelled and thrived. This may or may not include understanding how your nonprofit works and what it is accomplishing (or what it hopes to accomplish).

Nonprofit development staff can be of invaluable help by translating organizational information to donors and prospective donors in an easy-to-understand fashion, and vice versa. Yes, sometimes translating the donor’s needs and perceptions to fellow staff is required. This enables you to continue forward with a successful partnership negotiation, for example.

Development professionals are indispensable links between their organizations and funding partners. This often takes both verbal and written forms, as the case may be. Development staff must be able to translate in an understandable fashion critical information, and in both directions: internally and externally. This is truly an essential role that should not be taken for granted!

Understanding Prospective Donors

  • Lila MacLellen wrote for Quartz, “Science Confirms Rich People Don’t Really Notice You – Or Your Problems” (October 23, 2016). “No one can pay attention to everything they encounter. We simply do not have enough time or mental capacity for it. Most of us, though, do make an effort to acknowledge our fellow humans. Wealth, it seems, might change that.”
  • For me, Taylor Shea’s article for Reader’s Digest nails my experiences with affluent donors, “How Rich People Think: 25+ Things They Won’t Tell You” (N.D.). “Anytime the newspaper lists my name among the 100 top-paid executives in the area, I get a ton of requests from people asking for money. It happened so much that I had to come up with a strategy to deal with it. Now I say, ‘I’m happy to give. I’ll match however much you raise yourself.’”
  • From The Wealthy Accountant, “5 Things Rich People Do That You Don’t” (August 3, 2016). “Wealthy people have vision. They know where they are, where they are going, and how they will get there.”

Some of you might also enjoy my article, “Ph.D.s and Fundraising.” There I discuss the pitfalls of working with very bright programmatic staff who are hopeless when it comes to explaining what they are accomplishing to the public and/or to donors. I’ve been a “bridge” for many years; I find Ph.D.s to be among the most difficult to work with in a development context (although I find their research and discoveries fascinating).

You and the Donor

I have wanted to discuss this topic for a long time, but I have struggled with how best to go about it. I have not known a nonprofit support organization to tackle this topic in a realistic way, yet it is especially important for new staff, especially those in development. I do think some acknowledgement by leaders in our sector would be helpful, as would developing some “mindset” training into our industry’s regular regimen of educational conferences.

When I obtained my first nonprofit position, I bonded with the organization, its image and mission totally. To my mind, we were inseparably linked. The two did not exist apart from one another! I was young, learning at a fast pace, and I absolutely loved the organization. It felt like a perfect fit.

You and the donor.

Four years later, two supervisory changes and a decline in our local economic climate meant I had become frustrated. I started looking for a new position. Eventually I moved on (and up) with my career. But mentally, this was a tough change. My entire self worth was bonded to the nonprofit; once I departed, I felt adrift. I had also gotten to know many of the leading donors and volunteers as well. They felt like family. But I had to learn how to separate myself from that environment and those closely associated with it, and to “let go.”

Now, it is true that some of those same philanthropists are friends and professional colleagues today, more than twenty five years later. But the pain of leaving my first nonprofit family and friends was hard. But something important happened. I underwent a crucial mental change.

  • I acknowledged I had to move on for my own reasons;
  • I realized those donors still loved the nonprofit I was leaving (even though I no longer did);
  • I acknowledged that I should respect that loyalty (how could they get along without me?); and
  • I looked ahead, recognizing that it was entirely possible I would interact with my former nonprofit donors in future jobs.

Those realizations marked a significant change in attitude and helped me succeed in my future positions. The moment this shift occurred, it became possible for me to be friends with many of the philanthropists with whom I worked over the years in the sense we became comfortable talking about philanthropy more broadly, we shared general advice and personal life experiences. Mutual respect had been established. “Letting go” was a mature step forward that I needed to take.

Which is to say, nonprofit development professionals are not the sole spokespersons for the organizations with which they work. Directors, program officers, curators and even groundskeepers have their own relationships. Regrettably, I have experienced intense jealousy by other staff members when they see how comfortable I am with donors. Some have attempted to get rid of me entirely, feeling there is too much competition! But in truth, I have mentally separated myself in such a way that I fully understand the nonprofit with which I am currently working will go on long after I am gone. If I can make appropriate connections to benefit the project at hand, I definitely will. But I do not “own” any donor. The decision to become involved and to donate is entirely theirs.

Some staff can see you as a threat to their own (self) appointed position as, “the best friend of the donor.” I have discovered this with executive directors and department heads, for example. But I urge you, regardless and for your own well being, separate yourself from the organization mentally. You have your own life and are a person of value without or without the nonprofit.

Represent your organization in an absolutely first class fashion 24-7, even when you are not working. But also, step out of the picture if you become uncomfortable. I have discovered donors and volunteers (and the nonprofit organization) will appreciate you more if you follow this advice, and you will earn their trust for a lifetime.

Notes and Thoughts

  • Nonprofit work can inspire a stronger emotional attachment psychologically than corporate work, at least in my experience. This is especially true with those new to the nonprofit sector and in my case, with younger, inexperienced staff members. The organization’s leadership should be mindful of this dimension of their work and be sensitive to it. Today, employees change jobs fairly frequently and if you can part ways in a civil fashion, giving the less experienced staff a positive boost as they march out the door, everyone will be better off. That can be a tough assignment, but I believe it is a worthy one.
  • The Donor Relations Guru has posted a thoughtful article I enjoyed, “Team Player or Individual Contributor?” (April, 2017). I admit, I like the point of view conveyed. “They say in fundraising there’s an 80/20 rule, that 80% of the money comes from 20% of the donors. I have my own 80/20 rule for working and implementation and its one that may strike home for you too. 80 percent of the work gets done by 20 percent of the employees.” I have been hired a few times to do work the staff either tried to do and failed, or refused to do at all. I have also been hired to achieve “the impossible,” only to have other staff take my laurels when I am done with my work. I sometimes say in my mind, “if you could have done the job without me, why didn’t you?” I often wonder why these kinds of employees retain their jobs, but they always seem to.
  • Founder’s Syndrome is something I have encountered occasionally in my work over the years. Here is an article by Jeff Jowdy for NonProfitPRO (2013), “9 Ways for Nonprofits to Overcome ‘Founder’s Syndrome’.” Founder’s Syndrome is a bit more dangerous phenomenon than youthful attachment to an organization. “Founder’s Syndrome can be particularly devastating to fundraising. If a founder is not open to increased accountability as an organization grows, donors will become increasingly suspicious and may eventually flee.” This is where my personal “rub” has occurred in the past, when an Executive Director becomes threatened and unnecessarily jealous of my contacts and fundraising success. I have learned to step back, and if a resolution cannot be reached – despite my being the primary tie to the donors – I have removed myself from the situation. And a few times, the donors have gotten upset with me. But truly, I had no choice.
  • You might enjoy reading Oliver Burkeman for The Guardian, “Beware the Gravitational Pull of Mediocrity” (2015). Sometimes when people strive for excellence, organizational strife can result. Innovators can be viewed as dangerous! And sometimes, the one achieving excellence can be seen as a threat, and they may ultimately be pushed out. I have also seen mediocre employees remain on staff at nonprofit organizations, and for decades. They are neither terrible at their jobs, nor excellent. Go figure. Personally, I think mediocrity is an underappreciated survival skill.
  • Jennifer Verdolin Ph.D. wrote for Psychology Today, “Is It Only Natural for Us to Be Jealous?” (2014). “We humans not only have the tendency to become jealous over imagined threats, we also don’t often seem to take into account the ‘cost’ of certain behaviors.” I think educational programming for development professionals on dealing with jealousy would be an excellent idea.

Nonprofit Fundraisers’ Bill of Rights

I have been a respectful adherent of the Donor Bill of Rights since entering the field of nonprofit fundraising back in the 1980s. The Association of Fundraising Professionals (AFP) notes:

“Philanthropy is based on voluntary action for the common good. It is a tradition of giving and sharing that is primary to the quality of life. To ensure that philanthropy merits the respect and trust of the general public, and that donors and prospective donors can have full confidence in the nonprofit organizations and causes they are asked to support, we declare that all donors have these rights.”

But after many years working in the trenches of nonprofit fundraising, I believe a Nonprofit Fundraisers’ Bill of Rights is also in order.

Below, I have listed the Donor Bill of Rights along with commentary about the nonprofit fundraiser’s point of view and “rights.”

I. To be informed of the organization’s mission, of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes.

Nonprofit development staff are sometimes asked to solicit donations but over time, they may discover the funds they solicited are not being used as originally discussed. The nonprofit may be unable to effectively carry out the project as intended.

Development staff can be tremendous allies in this situation. They should be informed and given the opportunity to translate changes to the donors they solicited, thereby ensuring an honest relationship and retaining personal, professional and organizational integrity.

Sometimes nonprofit organizations fear a negative reaction from donors if a change of direction with an important project is necessary. But I have found if changes and challenges are aired in a forthright manner, donors appreciate the candor and often continue to give more.

II. To be informed of the identity of those serving on the organization’s governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.

This is good protection for fundraising professionals as well. Development professionals need to be able to learn about, meet and interact with those serving on the Board in order to function properly in their jobs. But sometimes senior executives prevent interaction between development professionals and staff and Board members. This is a mistake.

Most Board members welcome the advice and support of development staff. If they do not interact, problems may ensue. Development professionals are donor advocates and allies. When allowed to do their job properly, the better the reputation of the nonprofit, its Board, and each and every donor with whom they work.

I once listened to a foundation staff member arrogantly proclaim they would only be “friends” with donors, not “development officers,” as if being a development officer is a lowly office. Beware: oftentimes the development officer is one of the most knowledgeable staff member at the nonprofit organization, one who cares about the organization’s donors the most. They will fight for you if you allow them to do so.

III. To have access to the organization’s most recent financial statements.

Not only should nonprofit development staff have access to Form 990s – which today one can find readily on GuideStar – they should be encouraged to review those financial documents and to become knowledgeable about them. As donors and professional advisors become more savvy (and discerning), being armed with this knowledge is essential to functioning properly on the job.

IV. To be assured their gifts will be used for the purposes for which they were given.

Similar to the first tenet discussed, development staff should be informed if a donation is not being used for its intended purpose. Sometimes, program staff and others in positions of leadership fail to share changes with the development department. Nonprofit fundraisers should be given the opportunity to learn about and to discuss any changes in terms of the project(s) funded with the donor(s) they solicited originally.

V. To receive appropriate acknowledgement and recognition.

Once a grant or gift has been awarded, and if the donor does not require anonymity, then appropriate recognition should be given in project materials, signage and organizational publications (online and hard copy). Verbal recognition and acknowledgement on social media can also be meaningful.

Those of us in the nonprofit sector know it is often the case that volunteers help open doors and solicit gifts from individuals, families, foundations, corporations and government agencies. They deserve recognition and thanks for their efforts. But sometimes it a fundraising professional on staff who has conducted the research necessary to identify donors, and they are the one who has made the all-important introduction, and secured the gift.

Hard work and successful staff achievements should be acknowledged and recognized by nonprofit administrators and members of the Board. Yes, volunteers need and deserve recognition, but don’t forget the development staff. Retention of quality development staff is one of our sector’s greatest challenges. Although reserved when it comes to religious opinions, I like this quote by Joel Osteen:

“Praise is powerful. Praise will break chains, turn problems around and defeat enemies. Praise will give you the victory.”

VI. To be assured that information about donations are handled with respect and with confidentiality to the extent provided by law.

Sometimes development staff are not kept in the “loop” when donations are announced by organizational representatives verbally, online or in print. Fundraising staff must guide the announcement process and help the nonprofit they represent maintain the wishes of each donor regarding confidentiality, proper name spelling, announcement timing and the like.

Sometimes, marketing and public information specialists chafe when partnering with development staff. I have noted one concern is they perceive their work to be “pure” – they seek to represent the institution factually to the public and to the media, and they do not wish to be “tainted” by discussing donors. But nonprofits survive by securing charitable donations, and these two staff functions must work together harmoniously.

VII. To expect that all relationships with individuals representing organizations of interest to the donor will be professional in nature.

This tenet is also true for nonprofit fundraisers. Development staff should not feel that in order to cultivate a donor relationship they must run personal errands for donors, become a personal driver or shopper, or conduct other business unrelated to the nonprofit organization and its mission.

Should a donor or prospect become verbally abusive or make improper advances, development staff should be encouraged to report such activity to their superiors, and they should expect to be protected. They should not fear being fired.

Nonprofits are hungry for charitable donations, but we as a sector must retain integrity. Nonprofit organizations should not allow improper behavior by donors or potential donors because they are desperate for funding. Of course, handling delicate situations diplomatically is essential.

VIII. To be fully informed regarding who is responsible for securing donations, whether they be volunteers, fellow employees of the organization or hired solicitors.

Nonprofit development staff may be assigned other tasks while volunteers and/or consultants assume the task of soliciting donations for special projects. A clear delineation of duties and assignments is essential. All must work together and avoid competing needlessly. Transparency across roles and teams is essential for the organization to succeed in its fundraising activities.

Yes, I have witnessed nonprofit staff attempting to sabotage the work of well meaning fundraising consultants. The reasons for this are many, from personal jealousy to sincerely believing the reason for hiring a consultant was wrong. The potential for harmful interference must be anticipated and monitored. Reduce anxiety by making sure everyone on the team understands what is going on, and why.

IX. To have the opportunity for their names to be deleted from mailing lists that an organization may intend to share.

Separate divisions of nonprofit organizations sometimes maintain their own mailing lists. To ensure compliance with donor wishes and confidentiality, development staff should also be encouraged to review the mailing lists of divisions other than their own and to request changes as necessary. This is what we call today, “breaking down silos.”

It is also true that the use of emailing platforms like Constant Contact, iContact, MailChimp, Emma and the like provide the opportunity for anyone on a mailing list to remove themselves immediately. This helps nonprofits comply with the federal CAN-SPAM Act. Knowledge of the Act should be standard for any nonprofit fundraiser.

X. To feel free to ask questions when making a donation and to receive prompt, truthful and forthright answers.

It goes without saying, to represent a nonprofit to the public and to respond to donor and potential donor inquiries, development staff must ask questions of fellow staff in order to fully understand the current status of activities that have been underwritten by donors. Nonprofit leaders should encourage those inquiries.

My experience is the public is not aware that development staff are often as knowledgeable about the inner workings of their nonprofits as the director, senior program officers, and members of the Board. Anyone who researches and writes grants knows a comprehensive knowledge of the nonprofit is required to achieve success. Development staff are not just hired to be “nice” to donors and to organize parties. Their work is essential to the survival of the nonprofit, and to do it well requires in-depth knowledge and commitment.

#Respect