My reputation as a fundraising consultant relies on helping small groups accomplish big goals.

And yet, I am pretty often in the position of advising groups to delay their project until they can invest enough funding to attract and retain at least one fundraising staff person (not a consultant).

Without dedicated time and expertise from a credible development staff person, a small group will struggle much longer to raise funds, and inhibit their own effectiveness in other ways. It’s wearing on a board to operate without a fundraising professional, not to mention less impactful in the long term.

If your group intends to grow and accomplish big goals, you need to employ expertise internally, through a fund development staff member.

Finding a great fund development staffer

I realize how difficult it is to find and hire a development professional, especially now, although it's been difficult for many years. If you need someone immediately, be prepared to choose from a small applicant pool and maybe be disappointed. But if you have a longer time horizon for accomplishing your goals, you can afford to hire someone who is not very experienced but “promising” and help that person grow into leadership. Just be sure you give them a competitive salary for your area and plenty of professional development opportunities. And make sure they feel a part of your organization’s family – a valued member and partner to the leadership.

Finding the investment funds to pay a fundraiser

So how does a group with a small budget even come up with the investment needed to hire someone for the fund development role? And how do you find someone to work with you in a competitive job market?

I recommend exploring these two ways: 1) go online and find private foundations in your area that will fund a position like this as “Capacity building”. Sometimes the funding is for two or three years (although diminishing each year) in order to allow your new professional to raise enough to keep the position going and have a lot left over for program purposes. Or 2) grow your own talented professional, which takes a lot longer and means you will need to delay your big initiatives.

Remember, if you get started now, you will eventually have a great development professional on your team. If you don’t get started soon, it won’t happen.

Several years ago, one of my clients hired someone who had long loved their organization to build an annual giving program for them from almost nothing. She did a great job, and when the time came to launch a capital campaign, she was well-positioned to take on that leadership role. Plus, she was very enthusiastic and knowledgeable about the organization’s place in the community.

Finding other resources to support fund development

Above, I mentioned that you should provide plenty of professional development opportunities for your development professional. That could include coaching support by a training consultant (which can be very effective on a long distance basis). It might include supporting your Executive Director at the same time in some of the training or coaching, to develop teamwork between the two of them.

But the elements that will help you retain and benefit from your development officer’s work include the following:

Make them part of your leadership team. Don't isolate them to only fundraising - let them see the whole operation and help to influence the direction.
Ask their opinion (and follow it as often as possible) on all things related to fund development, at every level.
Ask them to recommend the metrics and results by which fundraising will be assessed in your organization. Have a deep conversation with them about these at the board level, and take their recommendations as much as possible.
Make performance-based raises available for your development professional each year, related to the above assessment criteria.
Say positive things about them around the board table and in the community, of course being sincere and authentic.

In short, don't undervalue your organization's need for fund development expertise on staff, and once you have a professional on staff, include them fully and respect their contributions.

I wish this for your group: May you find someone with the skills and potential to become a great fund development leader, may they enjoy being on your team, and may they stay with your group for a long time, helping to greatly enhance your mission and impact.