Just as fundraisers have strategies to cultivate and retain donors, nonprofits need strategies to cultivate and retain fundraisers. Recent research shows many nonprofits are struggling with that task.
A Chronicle of Philanthropy survey found that 51 percent of fundraisers planned to leave their current nonprofit within two years. At nonprofits with budgets of $1 million or less, the problem is especially acute, with development directors saying they intend to leave their organization (and fundraising in general) at higher rates than those in larger nonprofits.
Fundraisers leave their positions for a range of professional and personal reasons. But are organizations doing enough to retain them — at least in areas within their control? Perhaps not, according to a recent report by Nonprofit HR, which found that more than 80 percent of the 350 nonprofits surveyed lacked formal retention strategies.
Retaining fundraisers is critical. Development staff is responsible for building relationships and asking for gifts — resulting in hundreds of millions of dollars for nonprofits each year. When fundraisers leave an organization, the financial ramifications can be serious.
One proven strategy is to provide professional development opportunities that help fundraisers connect and learn from others in the field. But such opportunities are often unavailable at smaller nonprofits, many of which lack the resources to cover outside professional development opportunities, including the cost of joining professional associations and attending conferences. (Fully 66.4 percent of the more than 1 million public charities in the United States have annual budgets of less than $500,000.) Instead, individual fundraisers are left to find their way with few or no fundraising co-workers to learn from, commiserate with, or build a culture of philanthropy.
The nation’s multiple crises this past year, including the pandemic, economic uncertainties, and political and racial unrest, have left fundraisers feeling even more exhausted than usual. They are struggling to quickly raise money for desperately needed services in their communities while contending with their own personal issues, such as lack of child care and fear for their own health and livelihoods.
These factors make the small nonprofit environment particularly challenging for even seasoned fundraisers, let alone new entrants to the field.
Fortunately, an inexpensive and easy-to-implement remedy is readily available: peer mentoring networks. Our research suggests that informal peer groups are an important option for supporting small-shop fundraisers. These mentoring relationships and networks could be an answer for organizations that lack the resources for larger professional-development opportunities.
Our study found that peer mentoring comes in two forms: small, informal, “closed” groups with few new members and semi-formal “open” groups that bring together fundraisers within a community, often in more rural settings. Both groups are typically geographically bound and offer nonjudgmental, noncompetitive environments in which interpersonal trust reigns.
Our interviews revealed that these informal groups were similar in some ways to formal professional associations. They provide coaching and opportunities to share knowledge and resources, while also offering personalized attention, friendship, and a safe space to recharge. In one case, regular peer group meetings were the only professional networking or development opportunity members participated in during the pandemic.
Both the newer and more experienced fundraisers we spoke with called the groups “incredibly valuable” for professional development, networking, and personal support. Said one fundraiser: “These are the people that if I have a question or need somebody to help think through something or bounce an idea off of, I can call [them] up and say, ‘Do you have a few minutes that I could talk and get your input?’”
How to Get Started
Creating peer networks doesn’t need to be an onerous process, but it will require the full support and buy-in of management to work well.
To get the ball rolling, fundraisers should take the following steps:
Determine which form of peer mentorship will work best for their circumstances — one-on-one or a group experience. Outlining some basic goals and preferences will help in this process. Consider these questions: How do you hope to benefit from the peer mentorship? What do you bring to the relationship? What is your communication style? How often would you like to meet? How would you like to meet — in person, by phone, online?
Identify fundraisers in the community or practice area — and seek introductory conversations to determine if there is a good mutual fit. If forming or joining a group of peers, consider the type of experience, knowledge, and attributes needed and strategically recruit members.
Commit to periodic meetings. The groups we interviewed met at least monthly, which enhanced interpersonal connection and consistency. Before the pandemic, they met at various locations, including coffee shops, conference rooms at members’ offices, and a designated host site such as a community foundation. During the pandemic, groups can, of course, meet virtually via Zoom or other video chat services.
Establish relational norms and expectations. Setting expectations about issues such as confidentiality and guidelines about inviting new members will foster trust and respect within the group.
Identify professional development activities that can take place within the peer group. Decide when outside voices, expertise, and training are needed. For example, has a colleague mastered crowdfunding campaigns or virtual events? Invite local experts, including your colleagues, to share their experiences with the group.
Organization leaders can support these fundraising peer groups in a number of ways. They can:
Identify their fundraisers’ needs and experiences with formalized peer support. If a new staff member already meets regularly with a mentor, then a peer group may be less urgent. However, a staff member who is new to the area will likely need immediate help expanding her local professional network.
Share fundraising resources. This includes email lists, podcasts, newsletters, LinkedIn groups, and upcoming meetings for nonprofit professionals. Low- and no-cost resources can help fundraisers gain new expertise and perspectives without affecting the annual budget.
Allow time during the workday for professional development activities. In addition to improving the skills fundraisers need to better perform their jobs, these activities will connect them with a supportive community of like-minded professionals who will keep them feeling engaged in the field. Organization leaders can also connect fundraisers to other nonprofit professionals with shared interests and responsibilities. After such connections are made, give them the encouragement and opportunity to form consistent, ongoing relationships.
Provide a budget for professional development and peer-group activities. Even modest funding will demonstrate commitment. For example, gifts cards to a coffee shop or registration for a local Association of Fundraising Professionals lunch, paired with the time to meet during business hours, will signal support.
In these complicated and trying times, peer groups are an uncomplicated solution to the challenges facing small-shop fundraisers. With little cost, risk, or effort, nonprofit organizations can provide their fundraisers with tools and connections that help them improve job performance, while giving them the personal support they need to stay happy and committed to their work.