May 1, 2017 | Read Time: 4 minutes
The average tenure of fundraisers who work for the American Red Cross in Indiana is about three years. That’s more than twice the usual tenure for nonprofit fundraisers: One 2012 study said fundraisers last an average of just 16 months.
Nonprofit leaders are quick to note that they have a tough time holding on to fundraisers. But Barb Coury, who oversees fundraising for the Red Cross in Indiana, is an exception.
Ms. Coury started in her role in September 2012 and hired all but one of the eight major-gifts fundraisers now on her team. The reasons for her success: She hires people who blend in with the team and, once they’re on staff, she nurtures them and praises them when they succeed, she says.
Retaining staff is not a minor point, says Ms. Coury. She says fundraisers who bond with donors over the years bring in more money. “It allows for those deeper relationships,” she says. And the numbers prove it. Fundraising has shot up 45 percent from fiscal 2014 to 2015 and 18 percent from 2015 to 2016. And it’s on pace to grow again this fiscal year, which ends June 30.
The Chronicle spoke with Ms. Coury, who was named the 2017 Outstanding Fundraising Professional by the Association of Fundraising Professionals, about how she keeps her fundraisers from jumping ship. Here is her advice.
Hire people who are connected to other team members. Most candidates Ms. Coury hires have worked with at least two of the fundraisers on staff, so she has good idea that the person will fit in well. “What we really rely on is our team mentality,” Ms. Coury says, explaining that fundraisers on her staff are assertive but understand that they need to work well together to meet the group’s overall fundraising goals.
She adds: “I’ve worked with a lot of hot dogs in the past who didn’t always play fair,” she says, noting that she’s seen fundraisers at some nonprofits and colleges contact their colleagues’ fundraising prospects behind their backs.
As part of the hiring process, team members also interview candidates in a group, and they all weigh in with their opinions. “It’s a team vote,” she says.
Give new fundraisers thorough orientation and training. The Red Cross in Indiana works to bring its new fundraisers up to speed quickly. For most of its donor visits, fundraisers meet in pairs, so supporters get to know more than one person, Ms. Coury says. That’s especially helpful for new fundraisers, who are able to learn on the job from their colleagues.
Ms. Coury also does a one-on-one monthly training with each fundraiser, discussing that person’s progress and ways to improve.
Give them autonomy. Ms. Coury’s team members build and follow detailed calendars that spell out exactly how much money each plans to raise throughout the year.
Fundraisers can create that schedule as they choose; she tries not to micromanage. “We hire professionals, so they should be professional enough to manger their own calendar,” she says.
She also tries to ensure that fundraisers make time for their personal lives; oftentimes, team members will log personal appointments on a shared internal calendar. Other team members know not to book meetings when, say, someone’s daughter has a dance recital. Ms. Coury makes it clear to her employees that this is not frowned upon. “The only rule we have is you don’t mess with a hair appointment,” she jokes.
Foster collegiality. The Red Cross team also celebrates successes, like landing big gifts — both as they occur and in Monday standup meetings.
Ms. Coury also tries to build camaraderie among team members — celebratory lunches when someone reaches a goal or the annual end-of-year party, which team member take turns hosting at their homes. “I think … building out that time to jell as a team is really important,” she says.
Pay them well. The salary range for Ms. Coury’s eight fundraisers is $62,000 to $85,000 a year.
Pay too little she says, and the position ends up becoming a “revolving door” for young, inexperienced fundraisers.
A good salary is paramount, she says: “My philosophy is that I need to fight to get them every single dollar I can.”
