开云体育

• To really switch into high gear and not over-burden the ED, you need a senior fundraising role, yet those need to be your 1^st?or 2^nd?highest compensated employee to keep up with market, and?senior fundraising staff often don't or won't take on the essential day-to-day admin side of fundraising, so you'd need a second position as well. It becomes prohibitively pricey. Unclear whether there's an ROI given all the churn in the fundraising job market and national philanthropic trends.
• Here in Virginia, all staff roles at our progressive nonprofits are (rightly) demanding higher and higher salaries; some are unionized. We're stretching our budgets to their absolute limits, and grants aren't accounting for these labor pressures or high inflation.
• A strong fundraiser sometimes can't/won't also do grants. It's too much for one role, and the skill sets are different.
• Fundraising for systems change and policy advocacy is significantly more challenging and requires different approaches than fundraising for direct services or community projects. It's harder for donors to see the connection between their gift and the impact of policy change versus a program like Meals on Wheels, for instance. We're working really hard on these narratives, but it's still a challenge.
• Early career fundraising professionals in these roles are very invested in community-centric fundraising and uncomfortable with some traditional fundraising approaches.
• All of these factors translate into heavy burden on the ED role and unrealistic expectations from board.