Budgeting

Budgeting for Fundraising Success

It's that time of year when many nonprofit organizations are working on the annual budget. An Executive Director friend, working on his budget, asked me if I could outline for him what types of expenses belong in a combined development, marketing, and communications budget. He wants to make sure that the Development Director at his organization has all the tools he needs in the budget to succeed. 

Kudos to him! The reality is that it takes money to make money and my friend is wise to realize that. It won't do any good to put a Development Director on your payroll if you don't also provide him or her with a budget to work with. If you want your development director to solicit major gifts, for example, you need your development officer to be able to visit your major donors, to see them face to face and, unless your donors live inside your office building, that means needing a budget for travel.

Here are some things that a Development Director is going to need funding for and a template for a development budget. 

A Firestorm: Marketing v. Fundraising

A Firestorm:  Marketing v. Fundraising

This year’s Nonprofit Communications Trend Report, published annually by Kivi LeRoux Miller, highlighted the possibility of conflict within nonprofit organizations’ communications and development departments about role definitions, goals, resource allocations, strategies, tactics, and more. 

And, just to prove how prescient the report might be, nonprofit fundraising and marketing bloggers have begun to slug it out online.

I suspect where communications and development cannot agree, collaborate, and talk things through, it is often the case that, in these situations, there is no culture of philanthropy. And while Underdeveloped calls on Development Directors to work to change from within the culture of philanthropy in organizations that lack it, it’s been my experience that in those organizations where no culture of philanthropy exists, the development director often lacks the power or authority to lead such change.  By the nature of the problem, the development director is disenfranchised in these situations.