Before we get going, let me just dwell briefly on that word ‘beneficiaries’. I wish there was another word, as it carries all kinds of implications of old-fashioned charity. What word do you use to Read more…
I’m lucky enough to work in an organisation (and a management team) where fundraising is seen as an essential aspect of our daily work and our shared responsibility as leaders – to serve more children Read more…
While in the good old days the MT and board members brought in the big money, knew all of their major donors and took care of their needs, nowadays major donors are mostly the responsibility of a fundraiser. And often this job is just one of the things he or she is taking care of. Fundraisers are struggling between the ‘bulk’, and the personal attention one special donor needs and definitely deserves.
But this is slowly changing: more and more NGO’s start to expand their fundraising team with dedicated fundraisers, solely focusing on the needs of major donors and legacy plegders, increasing the group of (potential) major donors. Some of the biggest NGO’s in Holland even have a whole team responsible for gifts from major donors, sometimes with the help of a prospect researcher. Major donor working-groups are being born, master classes are being followed, books are being read, agencies specialized in major gift fundraising are founded. Fundraisers transform into ‘Relationship manager’, or ‘Special gift advisor’, strategic plans on increasing major gift income are written. But, when all this hard work is done, at the end it comes back to the one thing it all started with: getting your leaders involved in your major donor fundraising. Why? Because, no matter how dedicated and trustworthy the fundraiser may be, at the end (or should I say, at the beginning of your major gift cycle) your best prospects want to talk to your board members, your directors, your ambassadors. (more…)
