Nonprofit Organizations Need A Fundraising Consultant When:

An Executive Director is attempting to do the fundraising without a development director.
(A development plan and some training may be needed.)

There is a history of annual solicitation by mail, with some donors giving $1,000 or more.
(The organization may be ready to develop a major gift program, with personal solicitations or with increased recognition for higher giving levels.)

There is a list of people involved with the organization who have potential to give, but no history of significant giving.
(Sessions to rate the capacity of the prospects and their inclination to donate should be conducted, followed by development of approach strategies.)

Volunteers are insisting that the organization needs to conduct a high-profile special event to raise funds and gain visibility.
(Evaluation of the risk vs reward of the proposed event should be conducted.)

The board is directing that the organization devote considerable staff time to seeking foundation grants.
(An evaluation of programs attractive for grants should be made, followed by research of possible funders and development of proposal strategies and materials.)

The board is pressuring the staff to raise more money, but is not becoming involved.
(A board training may be needed.)

The board is pressuring the staff to raise an amount of money that is unreasonable, given the fundraising history of the organization.
(A board retreat and/or training would be helpful.)

The board is willing, but too inexperienced, to lead a fundraising effort.
(A board training in solicitation techniques is needed.)

The board is weak, perhaps loaded with program-oriented members, but none with influence or affluence.
(A plan for strengthening the board with new members and training for existing members should be developed.)

Leaders of the board and the staff are pulling in different directions about programs and about fundraising.
(A retreat in which a mission statement is developed is needed.)

The leadership recognizes that the organization should be raising more money, but doesn't know where to allocate staff and budget resources to accomplish more.
(A development assessment should be done and a plan developed.)

The board and/or the executive director are unsatisfied with the performance of the development staff.
(An audit of the development capabilities of the organization is needed, perhaps followed by training for the development staff.)

The organization has made an attempt to conduct a campaign, but the effort is stalled.
(An assessment of the campaign is needed, followed by development of strategies to jump-start or refocus the campaign.)

The donor records are not adequate; the donor history software is obsolete, inadequate or poorly maintained.
(Recommendation of appropriate software or a review and retraining for existing software may be needed.)

The organization wants to raise money for a particular need, but does not know if the donors are "out there".
(A feasibility study is needed, followed by a campaign plan.)

The organization is considering hiring additional development staff.
(An audit of the development office may be needed.)

The written materials for fundraising are nonexistent or out-of-date or poorly presented.
(An evaluation of the audiences for the materials should be conducted, followed by the development of targeted, focused fundraising materials.)

Janie Anderson, CFRE - Fundraising Consultant, San Diego

© janie anderson 2001

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