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Scaife, Wendy, Balczun, Marie, McDonald, Katie, & Williamson, Alexandra(2016)Inspiring nonprofit CEOs to improve fundraising outcomes: A pilot study.InAssociation for Research on Nonprofit Organizations and Voluntary Action(ARNOVA) Annual Conference, 2016-11-17 - 2016-11-19.

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Inspiring nonprofit CEOs to improve fundraising outcomes:  a pilot study 

 

Wendy Scaife, Marie Crittall, Katie McDonald and Alexandra Williamson  

Australian Centre for Philanthropy and Nonprofit Studies, Queensland University of Technology 

ARNOVA Conference 2015, Chicago 

Abstract 

Scarceresourcesareaseriousnonprofitproblem.Thislongitudinalresearchinvestigatesoneknowncauseofresourcescarcity:alackoffundraisingknowledgeonthepartofnonprofitleaders.ThestudybeganinMarch2014withCEOsof12nonprofitorganisations(NPOs)beingtakenonanoverseasfundraisingstudytour.ThetwoyearresearchaskswhetherachangeintheCEO'sfundraisingknowledgecanimprovefundraisingactivityandoutcomesfortheirorganisationandifsowhatmakesastudytourausefulmeanstoupskillCEOs?

Whilethisisaninterimreportthatcannotdetailfinalfundraisingprogress,itdoesidentifykeyareasofinterestfornonprofitCEOsinfundraising,andsomebarriersandenablerstoimplementingchangeinfundraisingapproach.FivemainsuccessfactorsforsuchCEOgrouplearninginitiativesaboutfundraisingemergingare:

Movingawayfromthedaytodaybusinessofrunningtheorganisation Informal,socialtimetodebriefandgettoknowandtrustothers Diversityoforganisationswherebynoonewasindirectcompetition Commitment,opennessandwillingnessofindividualstoparticipate Groupfacilitation

AcriticalfindingisthatacommunityofpracticeforCEOsisanimportantongoingtoolforimprovingfundraisingandotherNPOoutcomes.

ThisresearchhasbeensupportedbythePerpetualFoundation–TrusteesEndowment,TheEdwardCorbouldCharitableTrust,andtheSamuelandEileenGluyasCharitableTrustunderthemanagementofPerpetualTrusteeCompanyLtd.

TheAustralianCentreforPhilanthropyandNonprofitStudies(ACPNS)isaspecialistresearchandteachingunitwithintheQueenslandUniversityofTechnologyBusinessSchoolinBrisbane,Australia.Itseekstopromotetheunderstandingofphilanthropyandnonprofitissuesbydrawinguponacademicsfrommanydisciplinesandworkingcloselywithnonprofitpractitioners,intermediariesandgovernmentdepartments.ThemissionoftheCentreis“tobringtothecommunitythebenefitsofteaching,research,technologyandservicerelevanttothephilanthropicandnonprofitcommunities”,withathemeof“Forthecommongood”.AlistoftheCentre’spublicationsisavailablefromhttp://www.bus.qut.edu.au/research/cpns/anddigitaldownloadsareavailableviaQUTePrintsathttp://eprints.qut.edu.au/

Pleasedonotcitethispaperwithoutthepriorpermissionofthefirstauthor.Thisisaworkinprogress

documentandfeedbackiswelcomed.

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Inspiring nonprofit CEOs to improve fundraising outcomes:  a pilot study 

Nonprofitorganisations(NPOs)typicallyhavetodotoomuchwithtoolittleandallsortsofconsequencesresult.Staffandvolunteersburnoutandturnover,missionimpactsdon’tcoveralltherealneeds,fundersbecomefrustratedandsometimesorganisationsandtheircommunitygoodjustdisappear.Resourcescarcityisaubiquitousnonprofitsectorproblem.Itisserious,complexandcrossesnonprofitborders.Inshort,itisawidespreadissueforthecommunitythatwarrantsresearch,indeedaresearchagenda.Ourstillinplaytwo‐yearstudyaimstoimpactthisproblembytargetingoneknowncauseofscarceresources:alackoffundraisingknowledgeonthepartofNPOleaders.AclearlinkbetweenNPOleadershipandfundraisingoutcomeswasestablishedbyBellandCornelius(2013)intheUSandinsimultaneousworkundertakeninAustraliabyourCentre(Scaife,WilliamsonandMcDonald2013).Thisresearchisthelogicalnextstepfromthesefindings:arigorouspilotstudyintoliftingnonprofitCEOgraspandmasteryoffundraising.ThegoalisunderstandinghownonprofitCEOscanhelptheirorganisationsmobilisemoreresourcestoundertaketheirmission.Aswellasbuildingonscantexistingresearchthisstudychartsnewgroundintwootherways.ItinvolvedtakingadozennonprofitCEOsonabriefbutintensiveoverseasstudytour.Thisparticipantobservationmethodenableddirect,realtimeinsightsintotheCEOs’journeyofunderstandingaboutfundraising.Includingaphilanthropicfoundationexecutivefundingthestudytourasafurtherparticipantobserveralsoopenedaninnovativelearningpath.SuchconcentratedaccesstotheperspectiveofaseasonedgrantmakerisarareopportunityforNPOsandacceleratedtheirknowledgegain.Fortheresearcheronthestudytouritexposedthecounterpointofattitudesbetweengrantseekerandgrantmaker.BeyondthestudytoursomeindividualandlimitedgroupfollowupresearchwasslatedtocapturechangeovertheensuingtwoyearsoncetheCEOsreturnedtotheirorganisations.ThisstudywillendinMarch2016butarangeoffindingshavealreadyemergedthatextendwhatweknowabout:

theroleCEOknowledgeoffundraisingplaysinfundraisingoutcomes,and inwhatwaysastudytourmaybeusefulinupskillingnonprofitCEOs.

Intheseways,thestudyseekstoaddtothebodyofknowledgeandtoinformpractice,policyandcapacitybuildingprioritiesforfundersinthisarea.

 

What do we know already?  

Thispaperextendsthenonprofitcapacitybuilding/fundraisingeffectivenessknowledgeplatform.

Severalthemesemergefromthecapacitybuildingliterature.Firstly,documentingtheprimacyoffinancialcapacitybuildingasasectorneedbeganmorethanadecadeagoinworkrangingfromtheCanadianCenterforPhilanthropy’scomprehensive2003workexaminingthechallengesfacingthenonprofitsectoraswellasSalamonandO’Sullivan’sListeningPostProject(2003and2004).

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LaterworksuchasChikotoandNeely(2013)refineshowfinancialcapacitymightbestbegenerated.Theliteraturealsohighlightsthatcapacitiesareinterdependentandchangethereforeneedstobesystemic(PotterandBrough2004).Thisfacetaddsweighttoourstudy’slookattheCEOrole,ratherthantryingtobuildcapacityatthefundraiserlevelaloneasmoretraditionallyoccurs.Theliteraturealsoprovidesgoodevidenceofhowtheeffectivenessofcapacitybuildingeffortscanbeassessed(Backer2001;LightandHubbard2001).Writershavealsoexploredthephilosophybehindcapacitybuilding,includingHarrow’s2001distinctionbetweenthe‘deficit’and‘empowerment’models.TheresearchinourstudyseekstoempowerindividualCEOstofindtheareastheymostneedandbuildatailoredknowledgebaseratherthanimposinganideaofspecificdeficitsinwhichtheymustreceivetraining.

Thecurrentstudyhasalsobeenshapedbytwoworksunderthefundraisingeffectivenessbanner.BellandCornelius’(2013)damningstudyofthechallengesfacingnonprofitfundraisingtellsastoryofhighdissatisfactionandfundraiserturnoverduetolowleadershiplevelunderstandingandresourcingofUSfundraisingorganisations.SimultaneousresearchpiecesinAustralia(Scaife,WilliamsonandMcDonald2013,andScott2014)delineatedtheCEOaskeytofundraisingsuccess.Scaifeetal’sstudy,whichcontinuedontothenewresearchprojectdescribedworkinthispaper,spotlightedtheroleofnonprofitCEOsasthechampionsoffundraisingparticularlywithinorganisationsbutalsowiththewiderworld.Itfoundthatafundraising‐savvyCEOpavedthewayforanorganisationthatunderstoodthelong‐termnatureoffundraisingsuccess,theimperativetoinvest,theimportanceoffundraisingteamretention,theboard’sstrategicroleinfundraising,andothersuchfactorsinsuccessfuloutcomes.However,fundraising‐savvyCEOswerefarfromuniversalinthisstudy.

AddedtothisistheongoingUSBoardsourceGovernanceIndexwherefundraisingranksconsistentlymostinneedofimprovementamongsttheresponsibilitiesofCEOsandboardmembers.SouthAfricanresearch(Kilbey2014)reportsahighprevalenceofitsNPOspayinginsufficientattentiontothemanagementaspectsoffundraising.Arangeofsmallstudiesparticularlyinhighereducationsimilarlypointtotheprimacyofleadershipinfundraisingoutcomes.Nehls(2012)considersthistopicwithintheframeofcapitalcampaignleadershipchangeat10collegesanduniversitiesfindingalackoffundraisingtrainingforprovosts.Sheconcludesthatsuccessfulleadershipisacriticalelementofthemodernfundraisingprogram(90).UsingtheeducationalresearchmethodofPortraitureDavis(2013)derivesasimilarconclusioninadissertationlookingataCEO’sfundraisingcontributionatauniversity.Shefindsleadingbyexample,passion,mentorship,visionandmodestyasessentialqualitiesinthefundraisingorganisationCEO.Inlikevein,Hodson(2010)describesthefundraisingpartofacademicleaders’rolesasilldefinedandunderstoodandanexpectationthattheyoftendelegateratherthanleadinginavibrantcultureofphilanthropy.

Thepractitionerliteratureisvocaltooabouttheroleofleadershipinfundraising.ForexampleWilliams(2012:20)asserts,‘thereisonefundamentaltruth:Fundraisingstartsandendswithleadership.Intheabsenceofexecutivedirectorleadership,fundraisingwillfail.’

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The method and data  

Amixedmethodapproachhasbeenadoptedtoallowforarangeofdatasourcesatdifferentstagesofthisproject.Theresearchusedaprimarilyqualitativeresearchdesignwithparticipantobservation,interviews,focusgroupsandparticipantreflectionsformingthebulkofthedata.Theresearchersremainedatarmslengthfromthechoiceofresearchparticipants.AsamplingframetolocatetwelvenonprofitCEOswasprovidedtothefoundationfundingthisresearch:CEOsoforganisationswithsomefull‐timefundraisingfocus,fromdifferentsizes,fundraisingexperiencelevels,causeareasandpartsofAustralia,bothmaleandfemale,withboardsupporttoundertakethestudyandthepotentialtogrowtheirorganisationalcapacitythroughthisexperience.TheresultingdozenCEOswereenabledthroughfoundationfundingtoattendalargeUSfundraisingconferenceandundertakeNPOsitevisits.ParticipantandorganisationdemographicsarecapturedinAppendix1.

Threemaindatacollectionphasesoccurred:

Pre‐tour(interviews,survey,diagnosticfundraisingtool) Duringtour(focusgroupatbeginning,dailydiaryentriesduringtour,dailydebrief) Post‐tour(focusgroups,personalitysurvey,opensurvey,reflectionweekend)

Pre‐tourinterviews,asurveyandadiagnostictooloffundraisingcapacitywereusedtobegindataassembly.Thefunderrepresentativeasanexperiencedgrantmakerwasinvitedtojointhetourasaparticipantobserveronaprescribedbasis.ThisroleinvolvedjoininginallactivitiesandmakingaverbalcontributiononaninvitedbasiswhetherbythefacilitatororbyoneoftheCEOsseekingthefunderviewonatopicofdiscussion.

Duringthetourphase,dailypost‐conferencefocusgroupsandindividualjournalreflectionsoccurred.Post‐tour,thegrouphasformedintoaclearCOP.Contrarytotheinitialmethodologyandbystronggrouppreference,six‐weeklyfocusgroupsandarangeofothersurveystoinvestigateparticularthemeshaveoccurred,resultinginamassofdatathathasbeenanalysedusingqualitativeandquantitativeapproachesasneeded.

 

Pre Study Tour Goals and Expectations 

Fundraising Change Goals 

Participatingorganisationsidentifiedanumberoffundraisingchangegoalsparticularlyaround:

overallstrategy, donorrelationshipsand specificfundraisingmechanisms.

Instrategy,themostcommonissueswerediversification,buildingacaseforsupport,internalcohesiontosupportfundraisers,alignmentoffundraisingwithprogrammaticactivities,settingspecifictargetsandpubliceducation.Indonorrelationships,goalswerearounddeepeningrelationshipsaswellaschangingthenatureofrelationships,forexampleconvertingregulardonorstomajorgiftdonors.Inspecificfundraisingmechanisms,bequestsandmajorgiftswereapriorityformanyorganisationsfollowedbycorporatesponsorships,eventsandmembership.

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Expectations 

Whenaskedtoidentifytheirkey,hoped‐forstudytourtakeaway,participantswereseeking:

Innovativefundraisingmethodologies Benchmarksforbestpracticeinfundraising Knowledgeoncorporatesponsorships/corporatesocialresponsibility Socialmediatechnologyandpolicies Fundraisingbasics CRMsoftware Sector‐specificinformation Changemanagementtools Howtoturnmembersintodonors Howtoengagethewholeorganisation,includingtheboardinfundraising

 

Anticipated benefits 

Anticipatedbenefitsfromundertakingastudytourincluded:

Gaining new perspectives and ideas from the American context and internationalthoughtleaders

Well the first thing actuallywill be the conference itself. I’ve never been to a fundraisingconferenceofthissize…Lookingatsomeofthespeakers,that’sgoingtobegreat.

Peer interaction, ongoing networking, reflection and bouncing off ideas as part of agroup

…theopportunitytomeetwithanother10or11not‐for‐profitCEOswouldbegreat.…Ihavenointeractionwithmypeersatall.

I think the peer networkingwith the otherswho are going ‐ understanding theiractivities,theirwork,theirlearningsfromtheday.AsweallareexposedtonewideasthroughtheAFP‐beingabletotalkaboutwhatthatmightmeanforus.Sharingthatlearningratherthanbeinginternallearning.

Contentknowledgefromtheconferenceitself

So the purpose for me is to get a rich understanding of the stepping stones that anorganisationcantakeinthis.WhereIseeusasembryonicputtingourhandoutwithdonationboxesandgivenowprograms, toactuallydevelopinga truepolicy that takesus throughaprocesstodevelopintoanorganisationthatisonethatissoughtafter.SoIwanttoknowhowtoleadthat…

Timeawaytoreflectandgainarenewedenergy

It’stimeoutofthisfreneticratracetolookdownonthebusinessasawhole.

Affirmation,assuranceandvalidation

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I think that itwillbegreat to learn fromotherswhat they’redoingand togetasense fromwhatthey’redoingwherewesitinthat,andtosharelearning.

Developingpracticalwaystoimplementideasandstrategies

It’sgoing toeducateme,more immediately,andarmme, Ihope,withcurrent thinkingandpractices,andenablemetochallengetheunderpinningsofourstrategytoshift ittowhere ‐andrepositionourwholestrategywithafundraisingcomponentinitthattakesustoanotherlevel.

Developingtheinternalcultureoffundraising

IthinkI’llhaveagreaterappreciationofsomeofthechallengesthatarefacing[theFundraising]team.I’llbeinterestedtoseehowthecommunicationwithmyboardshiftsandchangesasaresultofthestudytour.

Ultimately,thehopeofmanyparticipants,andindeedthepurposeofthestudytouristhattheselearningswouldtranslateintoorganisationalchange.

IbelievethatifIcancomebackandworkwiththeboardandworkwithmyGMInnovationthatwillpotentiallychangethewaywe’reseenfromaphilanthropistpointofview.

Ialsothinkweoperateatourendofthingsinasortofscarcitycultureandit’squite good to force yourself in away to enter amore collegiate spacewhereyou’re sharingrather than incompetition foryourown survival. I think foradecadeandahalf inourendoftheworldthere’sbeena lotofundercuttingoftherealcostsofdeliveringintheendwhatarevitalprojectstoadifficultpartofthecommunity‐that’sbeenacostsavingthingatagovernmentlevelandthat’smade itdifficult. It’squitegood to come toa conferenceora study tourandforce yourself to sharewhat you know andwork against the kind of scarcityculture.

Study Tour 

Experience 

Intermsoftheactualstudytour,participantsattendedtheAFPConferenceandundertookfoursitevisitstoothernonprofitorganisations.QuiteanumberofparticipantsaddedonotherpersonallytailoredcomponentstothetripwhisttheywereintheUSinordertomaximisetheirlearningopportunitiesinareasspecifictotheircause.

Attheconference,participantsattendedavarietyofdifferentsessions,accordingtotheirowninterestsandlearningneedsandtoenablegoodtopiccoverageacrossthegroup.

Theknowledgegainedfromthislearningexperiencehasbeenroughlygroupedtogetheraccordingtokeyinformationareasthatstoodoutforparticipants:donorstewardshipandengagement;technology(includingdatabasesandWeb2.0/socialmedia);organisationalelementsandspecificfundraisingmechanisms.Intermediarieswerealsoraisedbysomeparticipantsasalearningarea.

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Brief summary of the content knowledge gained from the study tour

Thefollowingarethetopofmindlearningareasandpointsforparticipantswhileundertakingthestudytour.

Donor stewardship 

Participantsnotedthefollowingaskeytopics:

Knowingyourdonors(background,historyandconnectiontotheorganisation) Personalisedtouch(tailormadeproposalsandpersonalisedthankyous) Middleleveldonors GenY Womendonors Top20majorgiftgroup Relationships Trustandauthenticity “Moves”management

Technology

Thefollowingareaswereofmostinteresttoparticipantsasnewlearningareas:

Socialmediaplatformsandpolicies Database/datamanagement Crowdsourcing Webdemographics Peaktimes Attributingincome Howmanyclickstodonate Apps

Organisational elements

Areasexcitingmostdiscussionwere:

EngagingtheBoard Establishingfundraisingtargets,plansandpolicies Costbenefitanalysis Organisationalculture DevelopmentCommittees Fundraisingteamrolesandresponsibilities Fundraisingstaffturnover Media,communications,impact,story‐telling

Specific fundraising mechanisms

Coreinterestwasin:

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MajorGifts Bequests Events Sponsorship TheAsk(script,responses,andrehearsal) Givingcircles Corporatesocialresponsibility

Intermediaries

Financialadvisors

Conceptualisation 

Forsome,thestudytourandgroupprovedquiteserendipitoustiming‐wise,aligningwithsomesynergisticthinkingintheorganisation.

I’vehadareallygoodchatwith[staffmember]who’smydevelopmentdirectorhere. I sent her an email actuallywhile Iwas awaywithmy initial thoughtsabouttheconferenceandwhatIthoughtwemightdocomingoutofit.Andsherepliedwithareallygreatemail.Shehadsomesimilarthoughtsandtherewasalotofaffinitybetweenourtwosetsofideassothatwasreallyencouragingandwe’reintheprocessofworkingupthefundraisingplanthatwillgototheboardinJunewiththebudgetfornextfinancialyear.

…itwasalmosttheperfectstormofhavingthetimeawaywiththisgroupandthensometimetosharewhatI’dlearnedwiththisgroupwithmyteam,andtotalk to them around the things that had really been relevant forme in SanAntonio.Alotofthatwasaroundsocialmediaanddigitalaspectsoffundraisingandlookingatinnovationthereaswellasthemajordonorspace.

Someparticipantsreportedashiftintheirmindsetandthatoftheircolleaguesafterthestudytourastheybegantoreconceptualisewhatwaspossiblefromafundraisingperspective.

Ithinkforme,generallywhat’sbeenverybeneficialisjusttherenewedsenseofenthusiasmand input likeotherpeoplehavesaid.But it’sevenmorethanthat.I’veactuallyhadashift inmymindsetabout fundraisingandwhat’spossible.IreallydofeelthattherearemanymorepossibilitiesinmymindthanwhatIhadbeforeIwenttotheUSandyeah,forwhateverreason,I’mjuststartingtothinkdifferentlyabouthowwecanraisemoneyandI’malotmoreoptimistic,notthatIwaspessimisticbeforebuttherearealotmoreopportunitiestodothis.

 

Experimentation 

Afterthestudytour,participantsbegantoimplementwhattheyhadlearntandexperimentwithnewideasandapproaches.

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Following the study tour Iwasable to encourageall the staff to comeon thejourney.We only have a small team in fundraising but the entire staff havebecomeinvolved.

Severalparticipantsdescribedtheexperienceasenergisingandacatalystfororganisationalchange.

So the whole trip overseas sort of timed itself perfectly for me. Since I’vereturned,I‘vegoneheadonstraightintotheboardwithenergizingthestrategicdiscussionswehave scheduled…ofwhich fundraising isapartand thenveryspecifically, determining some fundraising goals and strategies within theoverallstrategywhichtheboardcansignoffon.

Insomecases,thestudytourpromptedspecificdecisionsandactionsasaresultofthelearnings.

Wemadeadecision…when Icameback fromSanAntonio toshiftourmiddledonorsintotheremitofourmajorgiftpeoplesotheycouldlookathowwecantransitionthemfromamiddledonortoamajorgiver.

Community of Practice 

Inadditiontothestudytour,participantssawthevalueinstayingconnectedwiththegroupofparticipatingpeers,formingsomewhatofaCommunityofPractice.Hence,inthemonthsfollowingthestudytour,participantsinitiatedaregularteleconferenceprocess(unplannedoriginally)wheretheycouldcontinuetoreflectwiththegrouponwhattheyhadlearntandconceptualisehowtheycankeepimplementingthelearning.

I’dliketokeepthecontactgoingwiththegroupbecauseIthinkitkeepspeopleandmeintellectuallyhonest.

Thegroupinteractedviateleconferenceeveryfour‐eightweeks,withindividualsidemeetingsandsubgroupsasneeded.Theysharedfiles,tools,ideasandcontactsusingtechnologysuchasDropbox,Linked‐InGroupsanddoodlepolls.

I’llbereallyhappytosharetheoutcomesofthiswhenwegettogether.

Thegroupwasusedasasoundingboardtocompareprogress,benchmarkorganisationsandassessthecurrentstateofaffairswithinthesector.

IwasjustwonderingfromtherestofthegrouphasanyoneelsedoneitbecauseItriedtogetitoverthelinebutcouldn’tgetitpastmyPresident,butI’mgoingtokeepgoing.

Participantsusedthegroupwhenseekingadviceandrecommendationsonparticulartopics,orapotentialcourseofaction.

Itwouldbegoodtohavesomeadvicefromsomeonewhohasexperienceinthatkindofdirectmarketingarea…ifyouhaveanytipsonwheretofindthatsortofresource.

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Participantswouldoftenthrowoutprobingquestionstothegrouptoencouragepeopletothinkthroughtheirideasinmoredepthoroffersuggestionsofhowtoprogress.

HaveyouidentifiedanyotherorganisationhereinAustraliaoroverseasthatiskindofthemodelthatyou’reaspiringto?

Would you have done anything differently if you had your time again[ParticipantName]?

That[amountofmoney],wasthatabove,beloworatyourexpectation?Howdoyoufeelaboutit?

Thegroupwasalsoagoodsourceofmoralsupportandencouragementforparticipants.

Good,that’sempowering.

…verybrave!

It’salwaysinmyheadtoo…Ialwaysstrugglewiththat.

Critical success factors 

Criticalsuccessfactorsrefertoboththestudytourandsubsequentgroup,asthetwoarecloselyinterrelated,withthetrustbuiltthroughthesharedexperienceofthestudytourstronglyinformingthecollegialattitudesinthegroup,andstrongpositivegroupdynamicsaddingtothevalueofthestudytour.

Asmentioned,theopportunitytogetawayfromtheday‐to‐daybusinessofrunninganorganisationwascrucial.

Theremovalofthegrouptoanothertimezonewascertainlyakeypartofthewaywemanaged to focus on the purpose of the study tour and to give us acommon sense of exploration and excitement (and jetlag!) to drive thecollaboration.

Mostparticipantsplacedhighvalueontheinformal,socialtimespenttogether,includingfood,partnersanddebriefing.

Spendingsomuchtimetogether,thedebriefattheendofthedaysonthestudytourandIthinkthegroupitself.

Spending informaltimetogetheraswellascandidlysharingbattlestoriesandorganisationalchallenges!

Thiswasmyfavouritepartofthestudytour,especiallythedebriefattheendofthedaywhenwesharedwhatwelearned.Itwasanincredibleconferencetoseeandbepartofandreally letmeunderstandhowdifferent fundraising is intheUS.

Additionally,thediversityoforganisationsseemedtocontributetowardstrustbuilding,withnooneindirectcompetitiontoothers.

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Thediversityinthegroupfosteredateam.Theorganisationsrepresenteddidn’tconflict,theywereofdifferentsizesandmaturities.

Thecommitment,opennessandwillingnessofindividualstoparticipateinagrouplearningexperience,alsocontributedtothepositiveoutcomes

Commitmentfromthegroup,regularteleconferencesandinformalgettogethersaswetraveltoeachother'scities.

Participantshighlightedgroupfacilitationasanimportantfactorincreatingwhatwasviewedasasafe,collaborativelearningenvironment.

The environmentwasa greatplace tobegin tobuild the trust.Everyonewaswilling toopenlyshare their journeyssomepersonallyandasorganisations. Ithink it was respectful and [the facilitator] created a safe place to shareexperiencesandshewasalsoabletoimpartherknowledgealongtheway.…AllinallIthinkitwasgreatlearningenvironment.

Similarly,havingsomeonefromthefundingbodyasamemberofthegroupbringsadifferentperspective,uniqueknowledgebaseanddifferentnetworks.

Cat,doyouknowanyonewhohasareallygood,likepoliciesaroundthissortofarea?

What'stheappetiteforfunders?Cat,onyoursideforhelpingorganisationslike[organisation]totakethemselvestothenextstage?

Short term outcomes  

2014 progress against goals 

Allorganisationsreportedprogressagainstgoalsbutthesewasnotnecessarilyalinearprocesswithsomestepsforward,somestepsbackwardandafewstepssideways.Andofcoursesomeorganisationsprogressedatafasterspeedthanothers,inpartbecauseofthenatureandscopeofthegoalsandorganisationandinparticularwillingnessoftheboardtoengagewiththeprocess.

Afundraisingplanhasbeendevelopedandwhileimplementationisslowitwillfollowthenewbrandstoryandcaseforgiving.

Change Management 

Participantshighlightedbecomingafundraisingorganisationorimprovingfundraisingisessentiallyachangemanagementprocess.

Giventheultimategovernanceandleadershiproleoftheboard,theywereidentifiedascriticaltothechangemanagementprocess.

Therehavebeenanumberofoperationalthingsthatwe’veputinplace,andI’mfinding that internally the team are really quite engaged and excited to bethinkingaboutawholerangeofdifferentopportunities,butIpresentedittothe

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boardaspartofalargerstrategyandIhadahugeamountofpushbackbecausetheboardarereallynotseeingusasfundraisers….Sothere’safairbitofworktogetthemtothinkdifferently…thewaywe’vedoneitbeforeisn’tgoingtosustainusinthefuture.

Iamstrugglingabitataboard levelforthemtothinkdifferentlyandperhapsit’sjustthatthey’realwaysthreemonthsbehind...itmightjustbethatIneedtoallowa lotmoretime,andframethingsdifferently,forthemtobecomfortablewithwhattheymightperceiveasriskyorinnovative.

Aswellastheboard,itprovedcrucialtohavestaffalignedwiththestrategicvisionoftheorganisation,andforsomethismeantrecruitingspecialisedfundraisingstaff,tohelpimplementthenewstrategies.However,manyorganisationsfounditdifficulttorecruittherightstaffforthis.

Inadditiontomanagingtheboard,HRprovedtobeasignificantareatoaddressforgoalstomoveforward.

Notsurprisingly,communication,marketingandrebrandingactivitieswereasignificantfocusareaformanyparticipants’organisations,duetothedegreeofoverlapwithfundraising–intermsoftellingtheorganisation’sstory.

PreviouslyIhadthemindsetof‘dotheworkandpeoplewillfollow’.Thisisn’tthecase. We need to tell our story and then keep telling our story. …We havecreatedfundraisingcampaignsonourwebsite.Weneedtodomoreworkinthisarea.Weareexploringtheideaofcreatingamembership…

Organisational Culture 

Suchchangeshavesignificantimplicationsfortheinternalcultureoftheorganisations.

Thereisacultureshiftintheorganisation,withexperimentsandnewpositionsandresourcesbeinggiventoseewhatapproachispossibleandusefultous.

Internalculturalchangeswerenotnecessarilyimmediate,butmanyreportedshiftsinthemediumtermafterthestudytour.

IknowlasttimewehookedupIwaspossiblywasinthedepthsofdespairwithmyboardbutIhavesincehadprobablyoneofthebestboardmeetingsinmy…yearswith [organisation], and so at the last boardmeeting presented yet againmystrategyandtriedtoaddresssomeoftheconcernsthatthey’dhadatthepreviousboard meeting and had a really amazing level of engagement and positivesupport.

Therewerealsoanumberofchallenges,poststudytourwithimplementingnewideasandachievinggoals,includingsomeinternalresistance.

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I’vesentsomeofmyideasandthoughtsthroughtovariousteammembersat[theorganisation]viaemail,andsomeofthemalready,afewpeoplesaid,niceideabutwhy?SoalreadyeventhoughIhaven’tmetwithmyteamface‐to‐face,there’sabitofpushbackaboutwhychangeandwhydosomeofthethoughts,soon

 

Face‐to‐face reflection workshop to discuss interim progress 

Some15monthsaftertheinitialstudytour,participantswereverykeentomeetface‐to‐faceagainforaweekendreflectionworkshoptoupdateandcheck‐inwithoneanotherontheirpersonalandorganisationalprogress,discusstheirexperiencesandreflectonthebroaderimplicationsoftheseforthesector.Nearlyallparticipantswereabletojoininthisactivity.

Organisational Change 

Whenreflectingbackontheiroriginalgoals,manyparticipantseithercouldnotrememberthemorhadmademixedprogresstowardsthem,leadingtotherealisationthatorganisationalchangecanbealong,fluid,distractedandattimesdifficultpath.

Partofthereasonittookalongtimewasbecausewehadawholelotofotherstuffgoingon.

Critically,itwasobservedthatsuccessfulchangeprocessesrequirecommitment,bothintermsoftimeandaninvestmentinresources.

Weactuallytookmoneyoutofreservestodothat.Itwasn'tsomethingthatwehadfloatingaround.That’yeahwewillcommittothis[fundraisinginvestment]becausewe'vegottodoit’.

Participantsreflectedthatoften,startingnewinitiativesmayrequireputtingotheractivitiesonholdorceasingthemaltogether.Thisrequiresaprocessofprioritisationandmakingdifficultdecisions.Someparticipantshighlightedtheimportanceofgettingthebasicsrightfirst,inorderfornewinitiativestobesuccessful.

Sowe'veprioritisedthatfundraisingcomponent,butprobablywhatIhaven'tdoneisprioritisedalloftheelementsaroundthesystemstounderpinit.I'mtryingtodoallofit.

…fundraisingdoesn'thappenifyoudon'thavestrongleadership,goodgovernance,goodsystems,goodstrategy,goodprogramsandIwouldneverhavegrowntheorganisationwithoutthatinplace.

Focuswasneededonthequalityofthemissiondelivery,boardandotherfactorsasthepreludetostrengtheningfundraisingoutcomes.

…formeit'snotsomuchaboutfundraising,Ithinkthesuccessofyourorganisationinfundraising,whilstitisaboutfundraising,thesuccessofyourorganisationinfundraisingisalottodowiththehealthoftheorganisationandhowyou'releadingitandawholelotofotherfactors,notjustyourfundraisingstrategy.

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Nonetheless,despiteafewfalsestarts,andstillalongwaytogo,after15monthsmanyparticipantsfelttheywerestartingtogettractionwhentheyreconsideredtheiroriginalgoals.

It'salongwayfromwherewewere,sothat'sexciting,sowe'vetickedthingsoff,butwehaven'tactuallydonealotoffundraisingnewinitiatives,Iguess,atthe[organisation]butthey'rethefuturesteps.

…we'restartingtogetalotmoretractionnow.

ThefirstyearitwasinthereIhadahugepushbackfromtheboard,andyetnowit'sjust‐they'reseeingthebenefitofthestorytellingandthecommsthatwe'redispersing.

Ifeellikewe'reatthetopofthehillnowandwecanstarttofly.

Importantly,thissuggeststhatexpectationsmayneedtobecarefullymanagedfororganisationswishingtoundergochangeinfundraisingprofile.Asthesayinggoes,itwon’thappenovernight.Furthermore,itrequiresacertainlevelofenergyandresiliencetomaintainthemomentumoversuchaduration,whichisnotalwayseasy,asoneparticipanthighlighted,especiallywhenotherexternalfactorscomeintoplay.Afterall,itisnotasthoughorganisationscaninsulatethemselveswhilsttheyundergoachangeprocess.

It'saboutmaintainingtheenergybecausetheteamwouldgettiredandjustlookatme.SoI'vesaidtothem,thisisit,we'renotdoinganymorechange,thisisayearofconsolidating,implementing,puttingitinplace.SoIthinkIhadkeepthatlevelofenergythroughthatperiod,soIamactuallyquitetired,tobehonest.

Overthecourseoftheproject,participantsreportedhowcrucialthegroup’ssupportwasandis,fornewideas,renewedenergyandvalidation.

…peopleoftendescribeaCEOroleasaverylonelypositionbecausethereisn'tanyoneelseyoucantalkto.

Fromapersonallevel,Ijustfindthisgroupofpeoplefantasticandit'ssafeandwehavesomeproblemsandyesit'slonelyasaCEO,soapartfromhavingaboardoracoach,it'sreallynicetoactuallysitdownwithotherswhoareinmuchthesamesituationandbeabletoshare.

Forme,thesixweeklyphonehookupswereprettycritical…Iactuallyreally,reallyneededittocheckinandhearotherssayit'sokayifit'snotgoingtoplan.…Iactuallycreditthosesixweeklyhook‐upswithapersonalsortofpeersupportnetwork,whichIwasn'tgettinganywhereelse.

 

In conclusion… 

ThisresearchhonesinonCEOfundraisingknowledgeasapotentialtriggerincreatingadequateratherthanscarceresources.

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 Ourstudytakesafreshapproachtosolvingtheknowledgegapthatnonprofitleadersoftenhaveinfundraisinganditseekstoinvestigatehowthesectorcanchipawayatwhatmaybeagrowingissue.NPOsareinanenvironmentwheremoreandmorewehearoforganisationsthatscrambletowincommunitysupportwhenpublicfundingevaporatesorcan’tstretchacrossneed.Valuablecommunityservicesstalliffundingcannotbeamassed.Inthisscenariooforganisationsvyingforresourcesitiscriticalacademicallyandpracticallytoidentifythetriggerpointsthatwillequipcharitiestofundraisemoreeffectively.

SomeimportantmessagesthatmightinformCEOs,fundraisers,policymakersbutmostparticularlyboardsandfundersareevidentatthisinterimreportstageofthestudy.

NonprofitCEOsneedtimeoutandawayifchangeistooccur.ThetimetobeawayfromtheCEO’sdeskandfocusingfullyonfundraisingwashighlightedasararitybutavitalenablingstepinchange.

Participantshighlightedtheongoinganduniquevalueofthestudytourgroup: Asasoundingboardtobenchmarkprogress Asasourceofadvice,networksandrecommendations To provide insight into different approaches and ways to deal with particular

circumstances Toaskprobingquestionsandencouragepeopletothinktheirideasthroughinmore

depth Asasourceofencouragementandmoralsupport Asasourceofintelligenceaboutwidernonprofitsectorissuesandopportunities

TheholisticandimmersivenatureoftheexperiencebuilttrustandagenuineCommunityofPracticewithongoingvaluetotheCEOsandtheirorganisations.Abankofsharedresources,strategies,networksandinformationhasevolvedandcontinuestogrow.

KnowledgeisneededbutmustcomeinaformCEOstrustandcanuse.Inthisstudyreportedlearningaboutfundraisingmostlyfromothers–peers,rolemodels,fundraisers’andthattheyveryrarelyfindtimetoreadarticlesonthetopic.Halfdidnotrefertoresearchtoinformfundraisingpracticeintheirorganisations.Boardssimilarlyweredescribedasnotaccessingfundraisingknowledgeinaformalway.ThisstudytourmettheCEOs’needsforpeerlearning.Itworked.

CEOsneedtheleverstomakechange:energy,focusandamandatetobringchangeinaphasedwaywithinternalbackingandacrossalliedareassuchasmarketingandcommunication.

Participantsidentifiedfivemainsuccessfactorsforsuchgrouplearninginitiativesaboutfundraising:

Gettingawayfromtheday‐to‐daybusinessofrunningtheorganisation Informal,socialtimetodebriefandgettoknowothers Diversityoforganisationswherebynoonewasindirectcompetitiontoothers Commitment,opennessandwillingnessofindividualstoparticipate Groupfacilitation

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Thefinalreporttobecompiledinthefirsthalfof2016willdocumentoutcomesofthetwo‐yearjourneyfortheCEOsandorganisationsandwilldeliverfurtherlearningforthewidersector.

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References 

Backer,T.(2001).Strengtheningnonprofits:Foundationinitiativesfornonprofitorganisations.InC.J.DeVita&C.Fleming(Eds.),BuildingNonprofitCapacity:TheUrbanInstitute.

Bell,J.,&Cornelius,M.(2013).Underdeveloped:ANationalStudyofChallengesFacingNonprofitFundraising.Retrievedfromhttp://www.compasspoint.org/sites/default/files/images/UnderDeveloped_CompassPoint_HaasJrFund_January%202013.pdf

BoardSource.(2012).BoardSourceNonprofitGovernanceIndex2012‐DataReport1,CEOSurveyofBoardSourceMembers.Retrievedfromhttp://www.boardsource.org/AboutUs.asp?ID=200.617

Chikoto,G.L.,&Neely,D.G.(2014).Buildingnonprofitfinancialcapacity:Theimpactofrevenueconcentrationandoverheadcosts.Nonprofit&VoluntarySectorQuarterly,43(3),570‐588.doi:10.1177/0899764012474120

Davis,S.R.(2013).TerryL.Fairfield:Aportraitureofnonprofitleadershipineducationalfundraising(OrderNo.3557244).AvailablefromProQuestDissertations&ThesesGlobal.(1335171143).Retrievedfromhttp://search.proquest.com/docview/1335171143?accountid=13380

Hall,M.,Andrukow,A.,Barr,C.,Brock,K.,deWit,M.,Embuldeniya,D.,Vaillancourt,Y.(2003).Thecapacitytoserve:aqualitativestudyofthechallengesfacingCanada'snonprofitandvoluntaryorganizations.Retrievedfromsectorsource.ca/sites/default/files/resources/files/capacity_to_serve_english.pdf

Harrow,J.(2001).Capacitybuildingasapublicmanagementgoal:Myth,magicorthemainchance?PublicManagementReview,3(2),209‐230.doi:10.1080/14719030122705

Hodson,J.(2010)Leadingtheway:theroleofpresidentsandacademicdeansinfundraising,NewDirectionsforHigherEducation149:39‐49,doi:10.1002/he.379

Kilby,B.&deVSmit,A.(2014)FundraisingEfficacyandtheSouthAfricanNonprofitSocialServicesSector,HumanServicesOrganizations:Management,Leadership&Governance,38(5),487‐501.

Light,P.C.,&Hubbard,E.T.(2004).TheCapacityBuildingChallenge,Part1:AResearchPerspective.InP.Patrizi,K.Sherwood&A.Spector(Eds.),TheCapacityBuildingChallenge.NewYork:TheFoundationCentre.

Nehls,K.(2012).Leadershiptransitionsduringfundraisingcampaigns.InnovativeHigherEducation,37(2),89‐103.doi:http://dx.doi.org/10.1007/s10755‐011‐9193‐9

Potter,C.,&Brough,R.(2004).Systemiccampacitybuilding:Ahierarchyofneeds.HealthPolicyandPlanning,19,336‐345.doi:10.1093/heapol/czh038

Salamon,L.M.,&Sullivan,R.O.(2003).Takingthepulseofthenonprofitsector.ListeningPostProject.CommuniqueNo.1.Retrievedfromhttp://ccss.jhu.edu/wp‐content/uploads/downloads/2011/09/LP_Communique1_2003.pdf

Salamon,L.M.,&Sullivan,R.O.(2004).Stressedbutcoping:Nonprofitorganizationsandthecurrentfiscalcrisis.ListeningPostProject.Communique#2.Retrievedfromhttp://ccss.jhu.edu/publications‐findings/?did=268

Scaife,W.,Williamson,A.,&McDonald,K.(2013,April2013).Who'saskingforwhat?FundraisingandleadershipinAustraliannonprofits.Retrievedfromhttp://eprints.qut.edu.au/59196/

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Scaife,W.,Williamson,A.,McDonald,K.,&Smyllie,S.(2012).FoundationsForGiving:HowandwhyAustraliansstructuretheirphilanthropy.Retrievedfromhttp://eprints.qut.edu.au/48801/

Scott,M.A.(2014).OrganisationalfactorsthatdrivefundraisingeffectivenessinAustralianhealthcharitiesMasterofBusiness(Research).QueenslandUniversityofTechnology,Brisbane.Retrievedfromhttp://eprints.qut.edu.au/74880/1/Margaret_Scott_Thesis.pdf

Acknowledgements from the research team 

ThisresearchhasbeensupportedbythePerpetualFoundation,TheEstateofthelateHaroldEdwardCorbouldandtheSamuelandEileenGluyasCharitableTrustunderthemanagementofPerpetualTrusteeCompanyLtd.

Ithasbeenassistedbygenerousstudytourhosts,theAssociationofFundraisingProfessionalsledbyAndrewWatt,theSanAntonioAreaFoundation,TrinityUniversity,JuvenileDiabetesResearchFoundationofSanAntonioandTheChildren’sShelter.

ThecooperationoftheBoardsandstaffofthe12participatingorganisationshasbeeninvaluableashastheassistanceofBighARTinhostingtheoneyearface‐to‐facereflectionweekend.AspecialtributeispaidtotheteamatPerpetualforassemblingthestudytourparticipantsandespeciallyinauguralAustralianGrantmakeroftheYear,CaitrionaFayforhersterlingcontributionstothegroup.Finally,thisreportisdedicatedto13outstandingindividuals,the12CEOswhocontinuetoleadandinspirewithinandbeyondtheirorganisations,andtoAndrewThomas,formerGM–PhilanthropyandTrusteeServicesatPerpetualforcomingupwiththisexperimentthatwillhopefullyhavesomefarreachingsectorconsequences.

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Appendix 1: More about the participants and their organisations

Size of organisations 

SevenoftheorganisationshadlessthanfourFTEfundraising/developmentstaff.Threehadbetween12and14staffwhiletheremainingtwoorganisationshadmorethan40FTEfundraising/developmentstaff.

Onlyoneorganisationhadrunafundraisingfunctionforlessthanayear.Themajorityof the organisations have had a fundraising function between nine and 17 years andthreeoftheorganisationshavehadthisfunctionformorethan28years.

Halfoftheorganisationshadatotalrevenueintheirmostrecentreportedfinancialyearof less than $4 million. Two organisations had an annual organisational revenuebetween$4and$10million.Thetwolargestorganisationshadanannualorganisationalrevenuearound$75million.

Fundraisingcontributedtolessthan15%oftotalrevenueforthreeoftheorganisations,and between 30% and 60% for six of the organisations. For three organisations,fundraisingcontributedmorethan70%ofthetotalrevenuefortheorganisation(twoofthesewereabove95%).

AscanbeseenfromFigure2,theorganisationshavediverserevenuesources.Sixorganisationsgainedmorethan30%oftheirrevenuefromgovernmentgrantsorcorporatesponsorships.Individualdonationsplayedalargeroleintwoorganisations.Bequestsandtrustsonlyprovidedmorethan30%ofthetotalrevenueinoneorganisation.Similarly,eventswereonlyamajorsourceofincomeforoneorganisation.

Figure1.Boxandwhiskerplots1showingpercentageoftotalrevenuefromvarioussources.

1Theplotsrepresenttheminimum,25thpercentile,median,75thpercentileandmaximumtoindicatethedistributionofrevenuesourcesacrossthetwelveorganisations.

0%10%20%30%40%50%60%70%80%90%100%

Percentageoftotalrevenuefromvarioussources

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Experience of the CEOs 

ThreeCEOschosentoparticipateinthestudyhadbeenintheroleuptooneyearandsixCEOsbetweenoneandfiveyears.TheremainingthreehadbeenCEOformorethanfiveyears(twoofwhichhadbeenintheroleformorethanadecade).Intermsoffundraisingexpertise,participantsratedtheirpersonalandorganisation’sfundraisingexpertiseonafivepointscale(whereonerepresentslowandfive,high).Themeanpersonalfundraisingexpertisewas3.17(SD=1.19)whilethemeanorganisation’sfundraisingexpertisewas3.08(SD=1.00).Thissuggeststhatwhiletheparticipantsdidnotbelievetheyhadscantfundraisingknowledge,theydidbelievethattheystillhadalottolearn.Whilethemeanswerequitesimilar,themode(ormostfrequentresponse)was2forpersonalexpertiseand4fortheorganisation’sexpertise.

Where they gain their fundraising information  

Mostparticipantshaveundergonesomeformofcourseorformaltraining.Thismaybegeneralseminarsregardingfundraisingoraconference.

Ialsodiddoagrantmakingworkshop throughPhilanthropyAustraliaaboutthreeyearsago.

Forsomeoftheparticipants,coursesrelatedbutnotspecifictofundraisinghadbeenundertaken.Halftheparticipantsmentionedthatarticlesareimportantinbuildingtheirfundraisingknowledgebutnotedthemajortimebarriertothisapproachforknowledge.

Then my other source of information is from various journals and readingmaterials ‐ that is thebit thatgetschallengedwhenyougetbusierandbusierandyoudon’thave the time toactually read in‐depthandexplore something.It’smorewidelythanyourimmediatecircle.

Othersourcesofknowledgeincludedothercharities,networking,peers(bothwithinandoutsidetheorganisation),emaillists,practitionersorprofessionals,theboardandday‐to‐dayexperiences.

Othercharitiesprobablywouldbemybestsourcereally‐lookingatwhatthey’redoing,goingtosomeoftheirfunctions,thingslikethat.

Intermsofusingresearchfindingstoguidefundraising,nearlyhalfoftheparticipantsrevealedtheydonotuseresearchtoguidetheirpractice.

Probablynot formallybut if it comesacross [mydesk]. I ‐ like justpep talks,thingslikethatIreadbutIhaven’treallyformallygoneintolookingatthat.ButIdefinitelyneedtoIthink.

Oneorganisationusesinternaldataanalysesontheirprogramsalongwithexaminingresearch.Specifically,theJBWerereport,theParetoreport,theLondonBenchmarkingGroup,FundraisingInstituteAustralia,ProBono,andtheAustralianCentreforPhilanthropyandNonprofitStudieswerementionedasplacesthatprovidetheresearchusedbytheorganisations.

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Theareasidentifiedasthemostusefulinvolvedothers.Thisinputmaybefromrolemodelsorsimplytalkingtoexperts,peersandotherpeoplewithintheorganisation.Emaillistswerealsomentionedasbeingquiteuseful.

Workingwithpeoplewhohavebeenfundraisers–they’rethepeopleI’velearntthemostfrom…Practicalexamples…havebeenthebestthing.

Nearlyalloftheparticipantsstatedthattheboardhadnotaccessedparticularinformationaboutfundraisinginanyorganised,ongoingway.Onlytwoorganisationssaidthatthishadoccurred;onewasCEO‐initiatedwhiletheotherwasalargedatacollectionproceduretounderstandbrandawarenessoftheorganisation.

 

Barriers to accessing knowledge and growing the fundraising program 

Timeandresourceswerebyfarthemostcommonbarrierstogrowingfundraisingreported.Asoneparticipantnoted

I thinkoneof thechallenges forus is timeand it’sboth time for theboard todedicateandactuallyengage,andtimeformyselfandtheseniorteam.We’reatthestartofa fundraising journeyandtogetresourcesshiftedwe’rethentyingintothebusinessplan,research,evaluationandthentimetopicktherighttoolsandtechnology.Itwillallactuallybemoreefficienttime‐wiseinthelongrunbutyouactuallyhavetoinvestalotofstafftraining,sowhetherornotit’syourowntimeorpurchasingsomeoneelse’stime,thattimeelementIthinkiscriticalandoneofthepositivesofbeingawayforaweek[forthestudytour]isthatyou’reactually inacoupleof timezones ‐you’vegot lotsof scope todoabitof thatthinking.

Threeorganisationsmentionedthatthecauseitselfwasabarriertogrowingtheirprogram.Itis“hardertosellthanprogramsforkidsormedicalresearch”.

Partofitisthecause‐the(causearea–medicalcondition)isnotaparticularlysexyonesoweneedtobeverycleverinthewaywebuildourcaseforsupport.Despitethefactit’snotverysexyitaffectslotsofpeoplesowhenwedoputoutappeal typeasks,wegetverygood responses,probablybetter thanothernot‐for‐profitsdo.SoIthinkthecauseisabigbarrier.

Findingsupportersandthecurrentmarketwerealsomentionedbymorethanoneorganisation.Therewereseveralareasraisedthatwereuniquetotheorganisation.Theseincludedanagingmembership,thecultureoftheorganisation,brandawareness,lackofknowledgeandtheorganisationbeingtoostronginoneareaoffundraisingattheexpenseofotherareas.

Participant’s prior experience 

Toanygroupprocess,individualsbringarangeofpersonalandprofessionalexperienceandexpertise.

Inthiscase,participantshadgainedalotoftheirfundraisingexperiencethroughsomeformaltrainingandshortcoursesinspecificaspectsoffundraising,theoccasionalconference,

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nonprofitfundraisingemaillistsandbenchmarkingreports,butmostlyinformallearning,throughpeers,knowledgeablefundraisersandeventheboard.

Then my other source of information is from various journals and readingmaterials ‐ that is thebit thatgetschallengedwhenyougetbusierandbusierandyoudon’thave the time toactually read in‐depthandexplore something.It’smorewidelythanyourimmediatecircle.