Organizations that are the most successful in fundraising and community engagement are grounded in fundamental principles that guide their actions and decisions, Rob Donelson writes.
Throughout my 40-year-plus career in higher education and healthcare philanthropy, it has been evident to me that those individuals and organizations that were the most successful in fundraising and alumni relations were those that were grounded in fundamental principles. They knew what their mission and vision were, and certain principles guided their actions and decisions.
In an age of increased cynicism toward institutions and authority, this foundation is critical, as all charitable organizations are based on trust. Trust that they will meet the needs of often vulnerable populations in an ethical and equitable fashion; trust that funds donated will be used for the purposes intended; trust that alumni engagement is valued, appreciated, and encouraged; trust that an organization is clearly focused on a well-defined mission to meet an important societal need; trust with government agencies whose funding is critical to programs that meet a genuine need.
Without trust, a charitable organization cannot exist for very long. It certainly cannot thrive. Trust is built over many years but can be lost overnight. Nurturing and protecting a mission, while also ensuring that it remains relevant, must be a key priority of an organization’s board and leadership. In turn, this priority must be transmitted to and lived by staff.
Without trust, a charitable organization cannot exist for very long. It certainly cannot thrive.
While the focus of this article draws largely on my experience in higher education, these principles are applicable to the broader charitable sector. Substitute “alumni” for clients, grateful patients, families, or stakeholders, or substitute “alumni relations” for relationship building or community or stakeholder engagement, and these principles are equally applicable.
This article seeks to outline what I have seen to be seven key first principles of success in both development and alumni relations. It is also meant to provide a grounding for all charitable leaders and staff to grasp fully the immense responsibility they have in advancing and stewarding the mission of their organization.
Principle 1: Development and alumni relations are integral to the achievement of the academic mission
In any institution, each individual and department plays a role in fulfilling its academic mission. Some may be more obvious than others, but all have a role to play. It is incumbent upon leadership to ensure that all staff are valued, no matter their role, for the ways in which they contribute to the achievement of mission.
The work of a development and alumni relations department is distinctive in that it engages internal and external audiences. It must work collaboratively with staff, faculty, and administration in different but related ways to be effective.
Yet it also must be outward facing as it relates to graduates of the institution whose skills, networks, and resources can be of enormous benefit to mission fulfilment, but also as it relates to other key stakeholders such as non-alumni donors, vendors, employers of students, and many others. Those relationships are key to a school’s success, and care must be taken to identify, nurture, and engage external audiences. This dual role of engaging those inside and outside the organization is critical.
Development and alumni relations plays a key role in telling the story of the university to multiple stakeholders. Raising awareness of the progress and plans of an institution, keeping stakeholders informed, and sharing with them their needs and impact build strong and enduring relationships that are vital to long-term success and strength.
In engaging alumni and others in the life of the institution, you also encourage their informed advocacy and involvement to benefit the institution. This vast network of alumni and friends who know the organization and who now hold positions of influence in all aspects of society can be a powerful source of advocacy with decision-makers of all kinds.
And, of course, funds raised with alumni and others are vital to funding an institution’s mission – the people, programs, and services that define higher education. The practical reality is that mission-related activities have a financial cost that is only partially covered by governments. Philanthropy has its role to play as well.
Principle 2: Development and alumni relations is a service entity
The function of development and alumni relations is to exist to enable the schools, faculties, departments, and indeed the university itself to achieve their ambitious goals and objectives. It is there to serve the strategic plan and, truly, the mission itself.
It provides access to alumni for the entire campus community and serves as the sole source of accurate alumni data, invaluable to maintaining and nurturing a strong sense of community. Through the sharing of alumni expertise, the university is served by this invaluable skillset and deep commitment of alumni. Funds raised with alumni and friends contributes to financial sustainability.
Principle 3: Alumni relations is not simply about nostalgia
Merriam-Webster Dictionary defines nostalgia as “a wistful or excessively sentimental yearning for return to or of some past period or irrecoverable condition.” Nostalgia can be a strong motivator of alumni engagement, for sure. Our good feelings about an institution that played a pivotal role at an impressionable time of our lives is very important. But nostalgia alone cannot ensure commitment. It is a solid foundation, though.
Alumni relations must be more than happy memories. It must foster lifelong learning and professional development, strengthening career and other networks. It serves alumni at whatever stage in life they are at, by engaging them in campus life, by communicating frequently and compellingly, and by maintaining relevance and value in their lives. Overall, busy alumni and donors must see value in remaining connected. This creates commitment more than nostalgia can. However, a positive student experience is a contributing factor as long as ongoing communications and opportunities for engagement are offered. It’s never a “cold call” to one of your alumni. They have a pre-existing deep connection to be nurtured.
Principle 4: Development and alumni relations cannot work in silos
These functions must be fully integrated to be effective. Alumni officers must think like development officers and development officers like alumni officers to realize fully the synergies that arise from close integration. Such partnership fosters growth in prospect pipeline development and creative programs to engage alumni. The regular sharing of information among staff, formally and informally, helps to build meaningful and effective strategies, not to mention genuine relationships. Co-location in an office can strengthen this culture.
Collaboration fosters creativity and enables staff to build linkages that strengthen the overall program. Teams that respect each other’s roles and seek creative ways to work together will always find broad-based and enduring success. And much personal satisfaction too.
Principle 5: Development and alumni relations is about building relationships
We can’t do our work alone. We need alumni, staff members, administrators, volunteers, and donors to collaborate with us and to use their commitment, spheres of influence, and networks for the benefit of the institution. Relationships with key prospects or donors should always be broadly based. An alumna who meets career-services staff through an alumni panel might also have an interest in athletics and the library. She might attend a concert hosted by the music faculty. Alumni are not one-dimensional. Like all people, alumni have multiple interests, and a school must recognize that diverse levels of engagement with the university will stand the test of time and turnover in staffing. Development and alumni relations teams would be well-served to understand this and encourage it. Turf protection or donor “ownership” will not maximize engagement and support in the long run.
Principle 6: Ethical fundraising practices and financial accountability are paramount
Donors have a choice to give to many good causes. We must operate with the highest of ethical standards and demonstrate meaningful accountability to all donors to earn their trust, confidence, and support. The charitable sector is a competitive environment, and an organization that practices solid and regular accountability has a competitive advantage. More importantly, it is the right thing to do.
Regular reporting to alumni on use and impact of donated funds; assurances of protection of their privacy; updates from the president on the university’s progress, plans, challenges, and opportunities; and ongoing regular communications contribute to accountability.
Regular reports to the board, senate, and committees, where appropriate, raise awareness of the critical role development and alumni relations plays in the life of the university. Such opportunities should not be missed.
From the staff point of view, it is important to remember that donors are not your peers and only occasionally become friends. Respect, healthy distance, and cordiality are all key ingredients of strong and ethical relationships with donors and alumni and remove any risk of a dynamic where the donor/alum might be perceived to be taken advantage of in some way.
Principle 7: Development and alumni relations is a team effort
Over the years, I have always been skeptical of leaders who seemingly take sole credit for major gifts received and overall funds raised. I’ve seen too many resumés touting the millions raised as if by the individual themselves. Anyone who has worked collegially in this field knows that it takes a village to raise a gift. A great student experience, an accurate database, ongoing communications, regular opportunities to engage in well-planned and organized events, strong relationship building – these are the foundations of an eventual gift and meaningful involvement. No single person does this alone. Many contribute in diverse ways to successful fundraising and alumni relations. The anatomy of any gift, large or small, will demonstrate this.
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In my experience, these seven principles are worth embedding in an organizational culture. They reflect maturity, practicality, and a genuine respect for our donors and alumni. They are also the bedrock of long-term success.
