“We will never ask our people for money!”
This was the abrasive proclamation a gentleman from a grassroots health organization shared with me last week. According to this person, inviting the individuals and families who benefit from their programs to donate is demonic, cruel and a massive betrayal of trust. Fundraising is a necessary evil that should only involve those who are outside of the charity.
Few would argue that brazenly asking their program recipients who have endured horrific circumstances most of us could never fathom to give what limited funds they have is nothing short of exploitive. Blindsiding emotionally, financially, and physically vulnerable individuals with unexpected solicitations is disgusting and inexcusable. At the same time, leaving them out of the equation completely is also unwise.
Clearly this gentleman is angry and exasperated over his charity’s inability to keep its head above water. Yet he also stubbornly believes the government should fund everything and the organization should not have to fundraise.
Rather than devote time and resources to building a committed donor base, this gentleman allocates them to petitioning local public officials for increased funding. Nothing anyone could say or do would sway his opinion. How do we as fundraising experts help someone with such a corrosive attitude towards our profession?
For many of such individuals and their organizations, you can’t. Sadly their beliefs are far too ingrained and they are beyond reach. Yet there are ways to chip away at the obstinate exterior of a sliver of these folks:
1) First of all, assure them that abruptly asking people to donate without any prior engagement or preparation is not how fundraising works. Donors must be carefully engaged and sufficiently cultivated before any invitation to give is extended. The priority is establishing the relationship, not securing the transaction.
2) Remind them how the lives of the people they serve are exponentially better because of their charity’s programs. Thanks to the dedication and expertise of their staff and/or volunteer team, individuals and families affected by the issues a non-profit addresses are now in a much better space. Would you not expect some of those who benefitted may feel inspired to support the cause and help others conquer the same challenges they did?
3) Explain that a big reason people give to a particular charity is it is aligned with their personal value system. When one’s personal beliefs and guiding principles correspond with an organization’s mission and goals like social justice, equity, empathy and integrity, they are more likely to support it. Allow program recipients to become firmly acquainted with the charity’s mission to see if it resonates with them. If it does, they may feel motivated to contribute since it will advance their beliefs.
4) Help them understand that giving can be empowering for program recipients. Being asked to donate to something that will positively impact one’s community is one of life’s greatest privileges. It means you are held in high regard by others and viewed as a difference maker. It shows that people recognize how deeply one cares about their community’s well-being and their commitment to sustaining it. Inviting people who have overcome devastating challenges to their mental, physical or socio-economic wellness to make meaningful contributions to give can be a profoundly triumphant experience. They are no longer impaired by the issue, but are a part of the solution. In fact, charities that don’t ask program recipients to donate may be guilty of actually defying their commitment to empowerment by denying these people the opportunity to make their own decisions.
5) Point out that program beneficiaries tend to have more empathy than most donors. Among the most important qualities a philanthropist can possess is empathy for the lives they seek to strengthen. Who could possibly be more empathetic and attest to the effectiveness of non-profits more convincingly than people who confront and successfully conquer the relevant challenges by participating in charitable programs? It only makes sense that they’re more likely to wish to extend support to others dealing with the same issues that they overcame.
6) Stress how donations from empathetic individuals such as past recipients are often unrestricted. Grants from government and institutional sources commonly have restrictions regarding how funds may be used. Frequently grants cannot be allocated towards vital operating expenses like salaries or occupancy costs. Conversely, donations from individuals who intimately know what specific resources are required to achieve real impact are often unrestricted. Enjoying such latitude enables non-profits to direct funds towards any expenditure it feels is a priority.
I am not suggesting that merely sharing these points with organizational leaders will magically enlighten their views on fundraising. However, regularly reinforcing some of these points may help them to realize that relying on government support is not a path for sustainability.
As fundraising professionals, our job is to help non-profits take ownership of their fundraising destinies so they may fulfill their missions. True ownership involves building a passionate donor base by forging relationships with a diverse group of individual and institutional supporters. A true culture of philanthropy is one where the people who benefit from an organization’s programs feels inspired to donate because they see everyone else making gifts within their respective means.
For no logical reason, many charity boards and senior staff remain obstinate in their opinions – even if does a disservice to their clients. Dealing with obtuse people is never easy. In the end, all we can do is offer the best advice to enable non-profits to deliver optimum service. It is the responsibility of the leaders to accept or reject it.
