Build the Best: Pathways to Fundraising Success

By L. Alayne Metrick, FAHP Special Advisor to the President and CEO, Scarborough Health Network

For over 30 years, I’ve been inspired by the rewards of seeing philanthropy in action and the momentous changes that generous donors have made possible.

After raising over half a billion dollars at two Canadian foundations, St. Michael’s Hospital and Scarborough Health Network, I want to share the strategies that work best for me—strategies you can consider when leading your own organizations and adapting to the realities of today.

As fundraisers, we know that the philanthropic environment is constantly changing. What worked yesterday needs to be modified today— case in point as we work to raise money for essential causes during a global pandemic! Many of us have made radical shifts in our fundraising strategies as we strive to maintain and build new connections in a time of physical distancing. As we navigate the “new normal,” I’ve been amazed by the generosity of donors who have stepped up to support their favorite charities in the hope they can ease the burden on front-line workers. Many of us have been able to tap into individuals and corporations who are new to giving and want to do what they can to help. For the most part, donors have embraced the new environment of virtual events and Zoom calls.

As we have recently learned, there are many pathways to fundraising success, and this article outlines the pathway that has worked best for me. Building the Best gives you strategies to establish your foundation, bring your best game, build the best board, foster leading donor engagement, and create the best staff experience. My key takeaways are outlined below.

m Find where you can be the

“First, Best, Only”

m Show how your fundraising

is changing lives

m Align your audience and team

Build your “best game”

m Be the expert at sharing content and

finding answers

m Become the chief cheerleader—

it’s not about you

m Communicate to build friends

and success

Build the best board

m Start with the co-chairs m Clearly set expectations m Take the “bored” out of board

Build the best donor engagement

m All gifts are great gifts m Build both personal and professional

connections

m Uphold confidentiality, ethics, and

integrity.

Build the best staff experience

m Recruit for the organization’s mission m Give staff the tools to make them shine

m Keep the fun in fundraising Find where you can be “first, best, only”

Your organization has attributes, products, or services that set it apart from others in the same sector or industry. Spending time with your executive team, staff, board of directors, physicians, and other key internal stakeholders—although this will most likely be virtual time instead of face-to-face—will help you to identify the unique qualities that define your organization’s “brand” and make it shine. Your corporate communications team—if you have one—can also help to pinpoint programs and services that highlight areas of innovation or specialization.

Take a deep dive inside your organization. What actions or practices were among the first to be developed, one of the best in their class, or the only one of its kind? “First, best, only” doesn’t need to be on a big scale. Maybe you work for a small non-profit that’s the only one in the city to offer a specialized program for unmet needs. Or perhaps you’ve won an award for a unique service that’s the first in the sector.

Tangible examples of excellence, specialty, and innovation inspire donors to give. Once you’ve defined your organization’s “first, best, only,” you can prioritize the two or three projects that will advance the institution to a new level of expertise and leadership, provided the organization has earmarked these for funding. Likewise, eliminate (or “park” for the time being) those projects you know will pose challenges in fundraising. Educate your leadership on why these would be more effectively funded through operations or in other ways. Even if you can’t fundraise right now for the “first, best, only” project of choice, you can give profile and prestige to accomplishments, which will make supporters and participants feel proud.

When donors have contributed to new equipment or programs, use your internal and external communication channels, social media, and virtual events to showcase the impact of these donations—for example, shorter wait times for patients, improved physical surroundings, faster test results. Describe the problem that existed—and the solution that evolved when donors stepped up to meet the need. Use these examples of success at foundation events, in donor meetings, and in your marketing and communication tools.

Every organization has inspiring examples of care and compassion that you can weave into compelling stories. Sharing these stories with donors, board members, staff, physicians, and others in the organization builds pride and momentum. As the fundraising leader, make sure you take every opportunity to get to know the people in these stories in the safest way possible during the pandemic and build a personal connection with them and their families. If you hear their experiences and challenges firsthand, you’ll be a better storyteller for donors who want to know why they should give to your cause and how their gift will make a difference.

Align your audience and team

Take the time to educate the CEO and key internal stakeholder groups about philanthropy, helping them to understand the differences between government funding and individual and corporate donations. Focus on donors’ expectations—they want accountability from the foundation and demonstrated evidence that their money has been used for a timely purchase of equipment, renovations, or other projects. Donors want to know that their money has been spent wisely and efficiently.

Engage the senior administration team by guiding them in establishing realistic financial goals with respect to fundraising, and by enlisting their support as donors. Ensure your top priorities for fundraising are aligned with those of your organization and its strategic plan.

Build Your “Best” Game

Be the expert at sharing content and finding answers

To be successful in your role, it’s essential that you’re prepared and ready at all times with compelling information and memorable stories to describe what your organization does and how it’s making a difference. It’s crucial that you are seen as a “go-to” content expert. This is more important than ever right now. Take time to engage with people on Zoom or other virtual meeting platforms and provide opportunities for interactive conversation. Your presentation time during a virtual meeting or event should be concise, tightly scripted, and on-message so you can inspire and resonate with donors who might be experiencing technology fatigue. Knowing and understanding the CEO and senior team’s priorities and vision for the future is essential so you can share and articulate these in a meaningful way to board members and donors. Get to know the experts and specialists in your organization so you are equipped to provide answers if you need them. For example, if you are fundraising for a new building, make sure the respective Vice President is available to donors and armed with blueprints and relevant details about the construction.

Become the chief cheerleader— it’s not about you

Your #1 job is to make your organization, your board, and your volunteer fundraisers successful. Acting as Chief Coach and Cheerleader motivates people to go beyond and inspires them to exceed goals. Set the tone across the organization, knowing what is excellent about the work being done, and sharing this

In this role, your CEO must become a number one priority and should be treated as you would your wealthiest and most demanding donor. Provide an exemplary level of support at all times so he or she can shine as a leader—for example, prepare briefing notes for board meetings and conversations with donors to offer context. Outline key deliverables and key messages that will ensure success.

Communicate to build friends and success

Communication is key to mobilize internal staff who can help support your fundraising and to encourage other donors to give. Highlight successes, both large and small, to show how fundraising helps the organization maintain its mission and reach strategic goals. Thank internal ambassadors who help, whether they identify a donor, prepare proposals or meet with prospects on tours when this is possible. Make sure you publicly thank people during donor receptions, board meetings, etc., and provide ongoing recognition and appreciation to help others understand how important it is to support fundraising. Everyone wants to be part of a team that’s seen as a winner! You have a captive audience when the events are virtual so make sure that the thank yous are abundant and vocal. Follow-up later with a telephone call or email.

Fundraising becomes a “team sport” when every member of your team feels valued and appreciated. Each member of the foundation team needs to believe in the cause, provide some level of financial support through a personal donation, and be confident to “pitch” if asked about hospital priorities. Share the credit and compliment others when they do great work. Acknowledge the role everyone plays in acquiring gifts—from the warm welcome at reception to the communications specialist who prepared the notes and PowerPoint presentation for a donor meeting. With fundraising as a “team sport,” everyone has to be on board to get to the goal. If there are problems, deal with them privately and in confidence. Make sure you have a trusted contact in Human Resources who can provide guidance and help deal with tricky situations when needed.

As the leader, you can provide occasional opportunities to have fun such as icebreaker activities that are developed so everyone can participate, with a chance to smile at the end. You can assign this important project in advance to one or more of your team members. Using Zoom or other virtual conferencing when needed, take the time to meet with each of your teams, holding staff accountable to bring key issues to the table that need your input. Thank staff often for activities well done, especially given that many of them are also juggling care for older parents and/or young children. Keep your eye on deliverables, spotting slippage quickly, and asking staff without judgement if they need help. Starting a “what’s keeping you up at night conversation?” with your direct reports is a great way to ensure quality face time, even if it’s virtual.

Build the Best Board

Start with the Board Chairs

Having the best business provides the momentum you need to attract successful people who can leverage their influence and connections to get others on board. Start with an outstanding board chair or two co-chairs who can jointly share responsibility. Make sure these volunteers are leaders who have time to manage the board, financial resources to demonstrate leadership in giving, and expertise in building relationships and networking. They’ll need a track record of inspiring others— helping them to understand the actions that will be expected of them such as making fundraising calls and championing the organization’s needs and strengths. Having two

or three exceptional leaders on your board will open doors so you can approach other people who are known for philanthropy and have positions of influence. Look for people who can sell your organization’s cause and introduce you to others who can help.

A high-performance board requires an exceptional level of support and preparation from the foundation. For example, make sure you and your team research and provide information on prospective board members and donors well in advance of any scheduled meetings. What projects have excited these potential board members and volunteers in the past? Do they have a history of supporting a specific cause? When board members make calls on the foundation’s behalf, make sure they are armed with useful information that can support their initial discussions and help them to explore common ground and interests with the people they meet with.

Building the best business will increase the likelihood of attracting motivated, talented people to join your foundation board. Look for directors who can contribute both their operational expertise on the board while getting involved in active fundraising.

Clearly set expectations

Orient directors to fundraising expectations and responsibilities before they join the board to eliminate surprises. My team created a Framework for Philanthropy for a hospital fundraising board. This succinct onepage reference guide outlined fundraising expectations for board members—for example, making an annual gift each year, supporting capital campaigns and asking others to give, supporting major fundraising events through sponsorship and ticket sales, and counting our organization among their top three charities.

Once board members understand and sign on to their responsibilities, provide them with an unprecedented level of support. Ask them what they need from you to be as successful as possible and make sure you deliver. Ensure you hold people to expectations—if they underdeliver, kindly move them off to make room for other people willing to do so.

Take the “bored” out of board

Your board members will appreciate meetings that are informative, interesting, and targeted to making them successful fundraisers. Ignite excitement by giving board members unique education opportunities and a chance to interact with other interesting people (your CEO and senior team, physicians, researchers, etc.) Take the time to build some fun into your meetings, providing opportunities for the kinds of great conversations that spark great ideas.

Build the Best Donor Engagement

Ongoing communication and engagement help your donors to understand how their contributions can change lives and save lives. When times are tough—and the current pandemic is an excellent example—donors need to know that the one charity they cannot drop is your organization. That’s why many fundraising organizations have done an exceptional job of marketing and communicating with their donors so they clearly know how COVID-19 is changing their organization’s current reality and why their support is urgently needed in the future.

All gifts are great gifts

If you haven’t already done so, make this a go-to motto for successful fundraising and engagement. You need to believe this and put it into action when people give you a donation, regardless of amount. Each donor who gives— whether it’s $10 or $1 million—needs to believe that you are appreciative and respectful of their gift. Consider that every donation helps to do something that wasn’t possible yesterday.

Donor support—whether it’s done collectively with others in supporting a broader cause or fundraising event, or on an individual basis— should be seen as significant and a reason for celebration.

Build professional and personal connections

Keep on top of what your donors are doing and accomplishing. Help them understand that you know they are involved with other priorities and that you appreciate their commitment to your organization. Congratulate them if they have received a public award, been recognized for a significant accomplishment, or made a public gift to another organization. Provide your support during family celebrations and more challenging events such as the death of a loved one. Check-in more frequently if you know they are experiencing additional responsibilities associated with COVID 19—if they are a caregiver for an older parent or homeschooling young children. Thoughtful gestures such as handwritten notes, a tribute of flowers, or attending a funeral can make a lasting impression.

Create opportunities where donors can connect in a safe, engaging way with you and other members of your organization so they can feel like part of an extended family. People who come to an appreciation or other event should be introduced to others and made to feel comfortable and welcome. When the time is safe to resume onsite events, assign specific staff to talk to donors, making sure you schedule this ahead of time so staff can do some research on a donor’s specific area of interest. Ensure that physicians, hospital staff, senior leaders, and/or the CEO thank donors for their support and are available to personally chat with them. Introducing donors to other donors strengthens the family and connectivity.

Successful stewardship takes discipline, but the rewards are well worth the effort. Set aside half a day per week to be in touch with your top donors and volunteers by phone, a virtual discussion, or by email. Use this time to share items of interest within your organization and exciting news about people who have been directly helped by their generosity.

Uphold confidentiality, ethics, and integrity

Donors need to remain confident in you and your team and believe that you will maintain confidentiality and demonstrate the highest ethical standards. A breach of trust—divulging confidential information without permission from the donor for example—can have long-lasting and negative consequences. Hold yourself, your team, and your colleagues to agreed-upon standards, ensuring staff understand and signoff annually on your Code of Ethics.

Build the Best Staff Experience

Recruiting and retaining exceptional staff is an ongoing challenge and the human resources environment in fundraising is competitive. You can create a best-in-class experience for staff by helping your staff team to understand and believe that everyone is a fundraiser with a vital role to play in fundraising success. Make sure all staff understand that your shared mission is to provide donors with the opportunity to do great things by involving them in enterprises that make life better for patients and their families.

Recruit for your organization’s mission

In this competitive environment, it can be tempting to make a quick hire based on a personal recommendation or an appealing candidate who has suddenly become available. But taking the thoughtful time you need to make the right hire will reap dividends later on. Hire people with a mission and values perspective who want to achieve the greater good for the cause, work hard, and are loyal. Use the interview process to assess the candidate’s alignment with these key attributes. Ensure that all staff know the values that are important to you when fundraising and that you have

concrete examples to help them understand how they can be put into action.

To retain talent and maintain a cohesive atmosphere of teamwork, make sure that you hire and reward loyal staff who live the values of integrity, exhibit ethical behavior, aren’t afraid of hard work, and are team players. Ensure that fair and equitable human resource policies are in place to operationalize and measure the performance you want to see.

Successful fundraising requires commitment beyond a typical 9-5 day. Often there may be evenings, weekends, and occasional trips away from home. Your staff needs to be committed to the cause to shine when extra time is required.

Give staff the tools and the time to help them shine

People will thrive when they clearly understand the expectations of their fundraising role and they have opportunities to learn and to grow. Spend time educating staff about the importance of ensuring that donors and board members are acknowledged and thanked regularly for what they do and bring to the organization. Give them opportunities to show their strengths while they work with donors, board members, staff and physicians, and other key stakeholders. Provide ongoing opportunities for them to try new things, take on new responsibilities, and learn the business by taking courses or becoming a member of a professional fundraising association. Identify your best people and find mentors for them—senior, more experienced leaders who can provide a critical sounding board and offer advice on internal issues and sensitivities that may not be apparent to a less seasoned fundraiser.

Keep the fun in fundraising

With fundraising a team sport, it’s important to motivate the team at regular intervals by having fun. Celebrate victories and accomplishments in all departments and across the lines of business that are contributing to the action. Thank you celebrations, drop-in visits to express appreciation, and public acknowledgments of help all go a long way to keep the momentum going and move closer to the goal.

Of course, many of these activities cannot take place in our current environment, and the pandemic has added a new challenge in being able to build the best staff experience. Online calls can be exhausting without the opportunity to brainstorm, build relationships, and enjoy friendships in person. Many staff say they miss the excitement and energy from working together on a common cause, while others appreciate the reduced commuting time. Set time aside to touch base with your key employees each week to see exactly how this new work environment is affecting them individually. This is not the time for a “one size fits all” approach. Your job is to take the time to understand what motivates them, what keeps them up at night, and provide your counsel and guidance if required. Be creative and think in new ways—for example, masked and socially distanced meetings held outdoors could literally provide a breath of fresh air to a problem or issue.

Like any major foundational work, building the best business, board, engagement, and staff experience takes time and tenacity. Whether you are fundraising for an academic or community hospital, a small non-profit, a health-focused organization, or a niche cause, the principles outlined in this article can be applied in some way to build the best possible foundation. Given equal and balanced attention, they will keep you focused as you build an environment which transforms your cause, inspires your donors, motivates your board and volunteers, and resonates and is appreciated by the senior leadership in your organization. Our new challenges provide all of us with the chance to try methodologies and ideas which we may not have used before. The use of video conferencing platforms such as Zoom and social media are revolutionizing the way we develop relationships and keep donors close to us. Of course, we all look forward to the day when we can resume real face-to-face communication, but for now, staff of all ages can help to redesign how we do business and engage our donors and prospects in a physically distanced world.

As we all adjust to a different fundraising environment and the “new normal,” I’d love to hear how you’ve applied and adapted these strategies to a “new normal.”

Please feel free to get in touch with me at metricka@rogers.com.