Charities

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Key Components of a Stewardship Plan

Stewardship Plan

Securing a major gift is a milestone. Keeping that donor engaged and feeling deeply connected to the mission is what ensures future giving, advocacy, and long-term partnership. That’s where stewardship comes in—not as an afterthought, but as a strategic, intentional process. A well-structured stewardship plan ensures major donors feel valued, see the impact of their gift, and remain inspired to give again.

Here are the key components every philanthropy officer should include in a stewardship plan for a major gift donor:

1. Donor Profile and Gift Summary

Start by clearly documenting:

  • Donor’s name and contact details
  • Gift amount, date, and designation
  • Type of gift (e.g. one-time, pledge, DAF, in-kind)
  • Any specific donor expectations (recognition preferences, reporting requirements)

This creates a foundation for all future stewardship activities.

2. Stewardship Goals

Define what you aim to achieve through stewardship. These goals might include:

  • Deepening the donor’s emotional connection to the cause
  • Demonstrating transparency and accountability
  • Positioning the donor for future support or involvement
  • Encouraging donor advocacy or peer influence

Goals should align with your broader donor engagement and retention strategy.

3. Recognition Plan

Determine how the donor will be acknowledged, ensuring it’s appropriate and aligned with their preferences:

  • Public recognition: Annual reports, newsletters, website, donor wall
  • Private recognition: Handwritten notes, personal calls from leadership
  • Naming rights or other formal honours

Some donors seek public visibility; others prefer discretion. Tailor accordingly.

4. Impact Reporting

Major donors want to see their investment at work. Create a plan to report outcomes, such as:

  • Narrative updates on the funded program
  • Metrics and key performance indicators (KPIs)
  • Quotes or stories from beneficiaries
  • Photos or videos of the project in action

Reporting should be timely, engaging, and mission-focused—not just administrative.

5. Communication Calendar

Develop a 12–18 month schedule of planned touchpoints, which may include:

  • Quarterly or biannual progress updates
  • Annual thank-you call or donor briefing
  • Invitations to events or site visits
  • Special notes on birthdays, holidays, or gift anniversaries

Use a CRM to track and schedule these activities, ensuring consistency and follow-through.

6. Leadership Involvement

Determine when and how organisational leadership should be involved:

  • CEO or Board Chair thank-you call
  • Personalised message from program staff
  • Inclusion in strategic briefings or closed-door donor forums

Major donors appreciate access and insight—leverage leadership thoughtfully.

7. Opportunities for Deeper Engagement

Include steps to foster stronger donor connection, such as:

  • Invitations to volunteer or serve on a committee
  • Involvement in donor advisory groups or giving circles
  • Personalised tours or behind-the-scenes program access
  • Speaking opportunities (if the donor is a community leader)

Engagement keeps donors emotionally invested beyond their initial contribution.

8. Planned Future Asks (Soft Positioning)

While stewardship is not solicitation, it’s wise to consider long-term potential:

  • Would this donor be open to a multi-year pledge?
  • Is there a planned giving discussion on the horizon?
  • Are they a prospect for a future capital campaign?

Track indicators and plan soft engagement around future opportunities—without rushing.

9. Documentation and CRM Entry

Log the full stewardship plan and all related activities in your CRM:

  • Scheduled actions and follow-up reminders
  • Copies of reports sent and events attended
  • Notes from conversations or feedback received

This ensures continuity across staff and safeguards the donor relationship.

10. Evaluation and Adjustment

Periodically assess whether the stewardship efforts are effective:

  • Has the donor responded positively?
  • Are they more engaged or referring others?
  • Do they express satisfaction with reporting and recognition?

Be prepared to adjust the plan to better suit the donor’s evolving needs and interests.

Major gift stewardship is not a checkbox activity—it’s a curated, personalised journey that reflects the donor’s impact and your organisation’s integrity. When done well, it leads to stronger relationships, increased giving, and donor advocacy. For philanthropy officers, a strategic stewardship plan is as important as the cultivation and solicitation strategy that came before it.

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Key Components of a Contact Report

In major gift fundraising, every donor interaction is a valuable step toward a meaningful relationship—and the contact report is the permanent record of that step. For philanthropy officers, a well-written contact report does more than capture who said what; it becomes institutional memory, strategic intelligence, and a roadmap for next steps.

Poor or missing contact reports lead to gaps in continuity, lost opportunities, and confusion across teams. Strong, timely reports ensure colleagues, executives, and successors have the information needed to advance the relationship.

Here are the key components every philanthropy officer should include in a contact report after meeting with a prospect:

1. Date, Type, and Format of Contact

Clearly state:

  • Date of the meeting
  • Contact type: e.g. In-person meeting, Zoom, phone call, event conversation
  • Duration of the interaction
  • Location: e.g. Prospect’s office, coffee shop, virtual, event venue

This sets the context for the conversation.

2. Participants

List all individuals present, including:

  • Internal staff (title and role)
  • External attendees (spouse, assistant, peer donor, etc.)

This helps future interactions reflect who was involved in relationship-building.

3. Purpose of the Meeting

Summarise why the meeting was scheduled. Examples:

  • Introduction to the organisation
  • Program update
  • Cultivation touchpoint
  • Solicitation conversation
  • Stewardship follow-up

Defining the intent shows whether the objective was met.

4. Summary of Discussion

This is the heart of the report. Capture:

  • Key points raised by the prospect
  • Questions or concerns expressed
  • Level of interest in specific initiatives or programs
  • Responses to stories, impact updates, or materials shared

Avoid a transcript-style write-up—summarise in clear, concise paragraphs while preserving nuance and tone.

5. Insights Gained

Record what you learned, including:

  • Philanthropic motivations
  • Capacity and inclination signals
  • Personal or professional updates
  • Family dynamics
  • Preferred communication styles

These details feed into future cultivation and solicitation strategies.

6. Gift Discussion Details (if applicable)

If a gift was discussed, note:

  • Amount or range mentioned
  • Project/fund of interest
  • Timing considerations
  • Giving vehicle (e.g. cash, DAF, shares, bequest)
  • Recognition preferences or restrictions

Even if the donor was non-committal, document their reactions and hesitations.

7. Donor Sentiment and Readiness

Include a qualitative read:

  • Enthusiastic, cautious, distracted, eager, non-committal?
  • Any signs of solicitation readiness?
  • Any red flags?

This helps calibrate next steps and avoid premature asks.

8. Next Steps

Be explicit about what happens next, including:

  • Internal actions (e.g. update proposal, schedule follow-up)
  • External steps (e.g. sending a thank-you note, sharing a case for support)
  • Assignments (who is doing what by when)

Use bullet points for clarity and accountability.

9. Attachments and Supporting Documents

Mention if you left behind or sent:

  • Collateral materials
  • Proposals or reports
  • Event invitations or other follow-up items

Also include any relevant files uploaded to the CRM.

10. Confidential Notes (Optional, Use Caution)

If needed, add sensitive information that informs future engagement:

  • “Donor is selling their business and may be more receptive in 6 months”
  • “Expressed dissatisfaction with past CEO—be careful referencing that era”

Use discretion and professionalism; don’t speculate or editorialise.

11. Timely Entry in CRM

Most importantly, enter the contact report into your CRM within 24–48 hours. Delays lead to lost details and lower data quality. The CRM is your organisation’s central memory—don’t keep information siloed in personal notebooks or spreadsheets.

A strong contact report is more than administrative housekeeping—it’s a strategic asset. It protects your organisation’s relationships, ensures continuity, and allows for coordinated, informed fundraising. For philanthropy officers, documenting meetings thoroughly and thoughtfully is a hallmark of professionalism—and one of the simplest ways to build long-term fundraising success.

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Key Components of a Solicitation Plan

Solicitation Plan

For philanthropy officers, a well-developed solicitation plan is the linchpin that turns thoughtful cultivation into tangible support. While many fundraisers focus heavily on relationship-building, the transition to asking for a gift requires a disciplined, strategic approach. Soliciting a major gift is rarely about one big ask—it’s the culmination of a deliberate plan that considers timing, players, messaging, and donor readiness.

Here are the essential components that every philanthropy officer should include in a solicitation plan:

1. Prospect Summary and Readiness Assessment

Begin with a succinct summary of the prospect, including:

  • Giving history
  • Affinity to your mission
  • Recent engagement and interactions
  • Philanthropic motivations
  • Wealth indicators and estimated gift capacity

Confirm that the prospect has been adequately cultivated and is ready to be asked. Indicators of readiness include active engagement, positive responses to previous touchpoints, and expressions of interest in your work.

2. Solicitation Goal

Set a clear and realistic gift goal based on:

  • Capacity and inclination
  • Similar giving to your organisation or others
  • Current campaign or programmatic needs
  • Past giving behaviour (if applicable)

Be specific. Is the ask $25,000 for a scholarship fund, or $100,000 over three years for a capital campaign?

3. Gift Designation and Impact

Define exactly what the gift will support and how it aligns with the donor’s interests. Include:

  • Project or fund designation
  • Case for support specific to that initiative
  • Quantified impact of the gift (e.g. “Your $50,000 will provide mentoring to 100 at-risk youth over two years”)

Personalising the impact helps the donor visualise the difference they will make.

4. The Ask Team

Determine who will participate in the solicitation:

  • Primary solicitor (often the philanthropy officer)
  • Organisational leader (e.g. CEO, Head of Programs)
  • Peer solicitor (another donor or board member)
  • Support staff (to manage logistics or follow-up)

Assign roles clearly, ensuring each person understands their contribution to the conversation.

5. Ask Method and Setting

Tailor the delivery method based on the donor’s preferences and the size of the ask:

  • Face-to-face (ideal for major gifts)
  • Zoom or phone (acceptable when geography limits in-person)
  • Written proposal with follow-up call
  • Formal event setting or private meeting

Choose a comfortable, non-threatening environment for the conversation—often at the donor’s office, home, or a neutral site.

6. Timing

Timing can make or break a solicitation. Consider:

  • The donor’s personal calendar and financial planning cycle
  • Organisational readiness to accept and manage the gift
  • Campaign timelines or fiscal year deadlines

Avoid holidays or times when the donor may be distracted. Respect their rhythm.

7. Solicitation Materials

Prepare a tailored proposal or presentation that may include:

  • A personalised case for support
  • Financials or budget overview
  • Recognition opportunities
  • Tax deductibility and giving vehicles (e.g. donor-advised funds, bequests, multi-year pledges)

Avoid generic brochures—this is a high-touch, bespoke process.

8. Objections and Questions Anticipation

Map out possible donor concerns or objections, and prepare answers in advance:

  • Why should I give this much?
  • How will the money be used?
  • How is the organisation financially managed?
  • What if I want to give differently (structure, timing, etc.)?

Anticipating and addressing concerns builds trust and shows professionalism.

9. Recognition Strategy

Outline how the donor will be acknowledged if they give:

  • Naming opportunities
  • Public or private recognition
  • Exclusive donor briefings or insider updates
  • Stewardship plan (see separate blog post on that)

Recognition should be aligned with the donor’s preferences—not every donor wants their name on a wall.

10. Next Steps and Follow-up Plan

Plan what will happen after the solicitation, whether the donor says yes, no, or maybe:

  • Who will follow up and when?
  • How will you document the response?
  • What will you send (thank-you letter, pledge form, updated proposal)?
  • What are your internal processes for tracking the outcome?

Timeliness and professionalism post-ask are just as important as the ask itself.

Soliciting a major gift is not guesswork—it’s the outcome of thoughtful planning and precise execution. A strong solicitation plan gives the philanthropy officer—and the entire organisation—a roadmap to success. By focusing on the donor’s interests, setting clear objectives, and managing the process with professionalism, you can turn intent into action and relationships into meaningful investments.

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Key Components to Include in a Cultivation Plan

Successful major gift fundraising is rarely spontaneous. It is the result of a well-researched, meticulously crafted, and consistently executed cultivation plan. For philanthropy officers, creating and following a thoughtful cultivation plan is essential to move prospects through the donor pipeline—from identification to solicitation and stewardship. Here are the key components every philanthropy officer should include in a cultivation plan to maximise engagement and giving potential.

1. Prospect Profile

Start with a comprehensive profile that includes:

  • Biographical information: Age, profession, family details, affiliations
  • Giving history: Past gifts to your organisation and others
  • Wealth indicators: Estimated capacity, assets, publicly available financial info
  • Affinities and interests: What causes matter to them?
  • Connections: Who do they know within your organisation or network?

This sets the stage for informed and strategic engagement.

2. Cultivation Goals

Define what success looks like for this particular prospect. Is it:

  • Securing an initial face-to-face meeting?
  • Inviting them to join a giving circle or attend an event?
  • Moving them to the solicitation stage for a specific gift?

Setting specific, measurable objectives helps guide your strategy.

3. Engagement Timeline

Lay out a realistic 3- to 12-month timeline with key touchpoints. These might include:

  • Personal meetings
  • Event invitations
  • Mission-based experiences (e.g. program site visits)
  • Phone calls or handwritten notes
  • Impact updates or insider briefings

Stagger interactions to avoid overwhelming the prospect while maintaining consistent contact.

4. Team Roles and Responsibilities

Determine who is best positioned to build rapport. It may not always be the philanthropy officer. Include:

  • CEO or Executive Director
  • Board member
  • Program staff
  • Peer donor or ambassador

List who will engage the prospect at each step and what their role is.

5. Key Messages and Talking Points

Tailor your messaging around:

  • Organisational mission and impact
  • Specific programs aligned with the prospect’s interests
  • Case for support, including outcomes and needs

Ensure the messaging resonates with the prospect’s values and philanthropic motivations.

6. Engagement Methods

Consider a mix of touchpoints, including:

  • Email updates or newsletters
  • Phone check-ins
  • Personalised video messages
  • Invitations to donor briefings, tours, or cultivation events

Use varied formats to deepen the relationship and keep the communication fresh.

7. Prospect Feedback and Intelligence

Document responses and insights gained through each interaction:

  • What excited them?
  • What concerns were raised?
  • Any hints about timing, giving interest, or decision-making process?

This qualitative intelligence informs your next move and strengthens your ask later on.

8. Readiness Assessment

Periodically assess whether the prospect is showing signs of readiness:

  • Are they asking specific questions about funding needs?
  • Have they attended multiple events or engaged deeply?
  • Are they responsive and open to ongoing dialogue?

When readiness indicators are met, begin preparing for the solicitation phase.

9. Next Steps and Tactics

Always know what comes next. After every interaction, outline:

  • The follow-up action
  • Who is responsible
  • When it will happen

This keeps the cultivation plan active rather than passive.

10. CRM and Documentation

Log all actions, notes, and insights in your CRM. Accurate, up-to-date documentation:

  • Maintains continuity across staff
  • Allows for reporting and forecasting
  • Supports transition in case of staff turnover

Avoid keeping plans “in your head” or in private spreadsheets. Transparency and consistency are key.

Cultivating major gift prospects is both an art and a science. A well-crafted cultivation plan is a dynamic tool—adaptable, strategic, and personalised. For philanthropy officers, the goal is not just to manage a relationship but to meaningfully connect a donor’s values to your organisation’s mission. With these key components in place, you can confidently build trust, inspire generosity, and ultimately secure transformational support.

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Why Nonprofit Professionals Must Mind Their Social Media Footprint

Social media footprint

Think Before You Post

In today’s hyper-connected world, your social media footprint is more than just a highlight reel of personal milestones or a place to sound off on current events. For nonprofit professionals, it’s increasingly becoming part of the recruitment vetting process. Whether you’re a seasoned CEO or an early-career development officer, what you post, like, comment on, and share online speaks volumes to prospective employers.

Your Digital Reputation Precedes You

Social media is often the first place hiring managers go after reviewing a CV. Before you’re called for an interview—sometimes even before your cover letter is read—employers may scan LinkedIn, Facebook, Instagram, X (formerly Twitter), and even TikTok to form an impression. And in the nonprofit sector, where mission, integrity, and reputation matter deeply, your digital persona can help—or hinder—your career prospects.

This isn’t about being sanitized or inauthentic. It’s about being smart.

Why It Matters More in the Nonprofit Sector

Nonprofits rely on public trust, donor confidence, and often operate under tight scrutiny from boards, regulators, and media. A staff member whose online behavior is perceived as controversial, offensive, unprofessional, or divisive can reflect poorly on the entire organisation. That’s why employers are increasingly vetting candidates’ online presence—not to suppress free speech, but to ensure alignment with values, professionalism, and judgment.

What Your Social Media Footprint Might Be Saying About You

Here are a few red flags that might raise concern:

  • Aggressive or offensive posts, even on personal accounts, can suggest poor conflict management or a lack of emotional intelligence.
  • Overly partisan or inflammatory political commentary, especially without context or civility, may be interpreted as a liability for mission-driven organisations that seek broad community support.
  • Excessive self-promotion or complaining about current or former employers could signal a lack of discretion or humility.
  • Inconsistencies between your professional claims and online behaviour (e.g., saying you’re passionate about philanthropy, but having no visible engagement in charitable or community causes).

Tips for Managing Your Online Footprint

  1. Google Yourself – Know what others will see. Check not just your social media but image results, blog posts, old forum comments, etc
  2. Audit Your Accounts – Review past posts with a critical eye. Delete or hide content that might be misinterpreted or is no longer reflective of who you are
  3. Set Boundaries – Use privacy settings wisely, but don’t rely on them completely. Assume anything online could become public
  4. Stay Aligned with Your Profession – Share or comment on sector news, promote causes you care about, and engage with peers and thought leaders. Show your values in action
  5. Be Thoughtful, Not Perfect – It’s not about being boring. It’s about showing good judgment, maturity, and alignment with the values you claim to hold

Authenticity With Accountability

Your social media footprint is part of your personal brand. In the nonprofit world, where credibility, empathy, and values are currency, your digital presence must reflect the same professionalism and heart you bring to your work. Think of your social media like a public reference—because that’s exactly what it’s becoming.

Before you post, ask: Would I be proud to stand by this if my future board chair, donors, or team saw it?

Because chances are—they already have.

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How the U.S. Political Climate Is Impacting Charities

US political climate

Why Australian Charities Should Pay Close Attention

In recent years, the nonprofit sector in the United States has faced mounting challenges tied directly to the uncertain US political climate. From federal funding cuts to heightened scrutiny on environmental and social justice organisations, charities are increasingly finding themselves caught in the political crossfire. For many, this has meant reduced grant availability, intensified public discourse, and the need to shift strategies to maintain donor confidence and organisational independence.

Government Funding Cuts and Rising Uncertainty

One of the most significant developments has been the reduction or outright withdrawal of government support for a wide range of programs. Charities that rely heavily on public funding—especially those in healthcare, education, immigration, and climate advocacy—have had to pivot quickly or risk closure. Many have accelerated plans to grow their base of individual donors or corporate supporters to ensure stability.

Increased Regulation and Donor Hesitation

Alongside funding cuts, U.S. charities are also facing increased regulatory hurdles and donor apprehension. Highly politicised narratives and legislative efforts to restrict certain types of advocacy or service delivery have made fundraising more complex. Donors are more cautious and frequently scrutinise the missions and activities of the charities they support, wary of negative media or political backlash.

Lessons for Australian Charities

While Australia currently enjoys a relatively stable nonprofit funding environment, the writing is on the wall. Overreliance on government grants could leave many charities vulnerable if political winds shift or budgets tighten. Australian charities should heed the U.S. experience as a cautionary tale and take proactive steps to diversify their income streams.

Steps to Safeguard the Future:

  • Audit Revenue Sources: Understand how much of your income depends on government support.
  • Invest in Individual Giving: Develop programs that nurture loyal donors who can sustain the organisation during policy shifts.
  • Grow Corporate and Philanthropic Partnerships: Build resilient funding pipelines through long-term partnerships.
  • Advocate Proactively: Engage in sector-wide advocacy for supportive public policy while building broad-based community support.
  • Scenario Plan: Prepare for changes in funding or regulatory conditions with contingency strategies.

What is happening in the U.S. political climate may feel distant, but global trends tend to cross borders over time. By watching closely and acting now, Australian charities can future-proof their missions and continue serving communities without disruption.

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How to Find the Right Fundraising Consultant

Consultant

Hiring a fundraising consultant is a strategic decision — and, done well, it can change the trajectory of your entire organisation. But too often, charities stumble in the process, failing to define their needs, hiring based on buzz rather than fit, or engaging a consultant without setting clear expectations. Here’s how to get it right.

1. Understand Why You Need a Fundraising Consultant

Before you begin your search, be clear about why you’re hiring a consultant. Fundraising consultants are not one-size-fits-all. They typically bring expertise in:

  • Capital or major gift campaigns
  • Fundraising strategy and planning
  • Donor engagement and stewardship
  • CRM implementation and data governance
  • Board and staff training
  • Prospect research and pipeline development

Be specific about your objectives. Are you launching a new program? Reviving a dormant donor base? Preparing for a major capital ask? Clarity at this stage prevents wasted time and money later.

2. What to Look For in a Fundraising Consultant

Hiring the wrong consultant can cost more than just fees — it can damage donor relationships, stall momentum, and frustrate your team. Here’s what to consider:

Proven Experience in Your Sector

Look for someone who has deep experience with organisations similar to yours — in terms of size, mission, and fundraising maturity. A consultant who has only worked with large institutions may not adapt well to a nimble grassroots group.

Strategic Thinker, Practical Operator

You need someone who brings strategic vision and understands how to execute. Watch for consultants who speak in real terms about implementation, not just theory.

Strong References and Reputation

Ask for and speak to references — not just the ones on their list. Seek feedback from other organisations in your network. Are they known for being collaborative, candid, and impactful?

Good Cultural Fit

Fundraising is relational. If your consultant’s style doesn’t match your team’s culture or values, it won’t work — no matter how sharp their CV.

Clear Communication and Accountability

Your consultant should be responsive, organised, and transparent about their process. If they’re vague in a proposal or slow to reply during early conversations, that won’t improve once the contract is signed.

3. How to Engage a Fundraising Consultant Properly

Engagement is a two-way street. Here’s how to set the relationship up for success:

Have a Clear Scope of Work

Define deliverables, timelines, milestones, and metrics. Be specific. Avoid vague goals like “improve donor engagement.” Instead, aim for outcomes like “develop and implement a 12-month stewardship plan for major donors.”

Appoint a Project Lead Internally

One person should manage the consultant relationship — ensuring communication is consistent, decisions are timely, and internal staff are engaged.

Involve Key Stakeholders Early

Don’t drop the consultant into a silo. Involve your executive team, board, and frontline fundraisers early and often. This ensures buy-in and prevents resistance.

Stick to Regular Check-Ins

Schedule standing meetings. Progress gets lost in long email threads or when updates are only shared at the end. Regular reviews help you adjust course quickly if needed.

Measure and Review Impact

Set agreed-upon KPIs or deliverables and review them together. A good consultant welcomes accountability — they want to prove their value.

4. Know When to Say No

Finally, be prepared to walk away from a consultant who isn’t the right fit — even if they come highly recommended. If after the first few conversations you’re getting boilerplate answers or they aren’t asking you hard questions, move on. This is a relationship that should challenge and elevate your work, not just mirror it.

The right fundraising consultant brings more than skills — they bring perspective, discipline, and confidence to help your team move forward. Don’t rush the search, and don’t underestimate the value of mutual respect and clarity. When done well, a consulting engagement becomes more than a transaction — it becomes a catalyst for growth.

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Overwhelmed as a Fundraiser? Here’s How to Regain Control

Overwhelmed

Fundraisers wear dozens of hats in a single day: major gifts conversations, campaign planning, donor stewardship, event preparation, data entry, reporting, prospecting, board engagement—the list never ends. It’s no wonder so many fundraisers feel completely overwhelmed.

But while the chaos may feel unrelenting, it’s possible to get on top of the details, bring order to your work, and present yourself as calm, focused, and organised—even when juggling multiple priorities. Here are ten practical ways to reduce the overwhelm and bring more structure to your fundraising day.

Overwhelmed? 10 Top Ways to Regain Control and Operate More Smoothly

1. Use a Prioritised Daily Plan
Start each day by reviewing your top three priorities. Write them down. Focus on impact, not just tasks. If you accomplish just these three things, the day is a win.

2. Time-Block Your Calendar
Dedicate blocks of time for donor meetings, stewardship calls, CRM updates, and email. Protect your calendar from becoming a free-for-all. Structure equals sanity.

3. Use a Fundraising CRM Properly
Leverage your CRM for task management, reminders, and pipeline visibility. Don’t keep to-dos in your head or scattered on Post-it notes—log activities and automate follow-ups.

4. Say “No” Strategically
Not every request is urgent or important. Learn to say no or delegate tasks that don’t align with fundraising goals. You’re not being difficult—you’re being effective.

5. Batch Similar Tasks Together
Group activities like donor thank-you calls, email catch-up, or prospect research into 30–60-minute focused blocks. Multitasking kills momentum.

6. Keep Meeting Notes Centralised
Always log meeting notes immediately after donor conversations—preferably in your CRM or a shared platform. Don’t rely on memory. Organisation builds trust.

7. Simplify Donor Portfolios
Review your portfolio quarterly. Trim it to focus on donors with real capacity and engagement. Fewer, deeper relationships beat a bloated list of names.

8. Automate What You Can
Automate email acknowledgements, pledge reminders, and even internal reporting. Use tools like templates, mail merges, and CRM workflows to reduce admin burden.

9. Use Visual Dashboards
Set up a personal dashboard showing your pipeline, upcoming stewardship, and revenue progress. When you see the big picture, you feel more in control.

10. End Each Day With a Reset
Spend 10 minutes at the end of the day to clear your desk, write down carryover tasks, and prep for tomorrow. It creates a fresh mental start and reduces the morning scramble.

Being overwhelmed isn’t a sign you’re failing—it’s a symptom of trying to do too much without a system. You can reclaim control with structure, discipline, and smarter planning. A calm and organised fundraiser inspires donor confidence—and gives you space to enjoy the work you love.

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Top Mistakes Fundraisers Make in Their First 90 Days

Mistakes

Starting a new fundraising role at a charity is both exciting and daunting. The first 90 days are critical for setting a solid foundation, building credibility, and establishing relationships. Unfortunately, many fundraisers—particularly those newer to the sector or transitioning into a more senior role—make avoidable mistakes that can stunt their long-term success. Here are the top missteps to watch for in those crucial first three months.

1. Diving In Without Listening First

Mistake: Acting before observing.
Why it happens: Eagerness to prove value or fix what seems broken.
Impact: Alienates colleagues, donors, and key stakeholders; leads to misaligned strategies.

What to do instead: Spend the first few weeks listening, absorbing, and understanding the organisation’s history, donor base, systems, and culture. Ask more questions than you answer. Learn what has worked, what hasn’t, and—most importantly—why.

2. Ignoring Internal Relationships

Mistake: Focusing solely on external donors without building rapport internally.
Why it happens: A belief that fundraising is “all about the donors.”
Impact: You become isolated, miss critical support from colleagues, and struggle to integrate your work with organisational goals.

What to do instead: Prioritise relationships with program staff, finance, communications, data teams, and leadership. Understand their roles and build mutual trust. Fundraising success hinges on cross-functional alignment.

3. Making Promises Before Understanding Capacity

Mistake: Over-promising revenue outcomes or quick wins.
Why it happens: Pressure to impress or a misunderstanding of the donor landscape.
Impact: Missed goals, damaged credibility, and loss of trust from leadership.

What to do instead: Set realistic expectations. Provide an assessment period before committing to stretch goals. It’s better to be conservative early and exceed expectations than the reverse.

4. Avoiding the CRM

Mistake: Underusing or ignoring the charity’s CRM system.
Why it happens: A preference for spreadsheets, fear of learning a new system, or underestimating its importance.
Impact: Poor data hygiene, lost donor insights, duplication of effort, and lack of transparency.

What to do instead: Get trained on the CRM immediately. Learn how to log interactions, analyse data, and use it to inform your strategies. CRM competency is non-negotiable for modern fundraisers.

5. Neglecting the Case for Support

Mistake: Jumping into asks without refining or understanding the organisation’s case for support.
Why it happens: Pressure to bring in funds quickly or assuming a generic pitch will suffice.
Impact: Uninspiring appeals, donor confusion, and missed opportunities.

What to do instead: Ensure your messaging is clear, compelling, and aligned with the organisation’s strategy and impact. If it’s weak, lead the effort to refine it.

6. Focusing on Quantity Over Quality

Mistake: Trying to contact as many donors as possible instead of prioritising meaningful engagement.
Why it happens: KPI anxiety or a misunderstanding of donor relationship depth.
Impact: Shallow relationships, missed major gift opportunities, donor fatigue.

What to do instead: Focus on building a portfolio of qualified, high-potential donors. Schedule meaningful conversations. Prioritise listening over pitching in those early interactions.

7. Failing to Ask for Feedback

Mistake: Operating in a vacuum.
Why it happens: Fear of appearing incompetent or a desire to prove you’ve got it all under control.
Impact: Missed opportunities for course correction and professional growth.

What to do instead: Ask your manager, peers, and donors for feedback. Early and often. It shows maturity and a willingness to grow.

8. Not Learning the Organisation’s Finances

Mistake: Ignoring the numbers behind the impact.
Why it happens: Fundraisers often default to the emotive side of storytelling.
Impact: Weak donor cases, lack of confidence when discussing funding needs, and an inability to answer financial questions credibly.

What to do instead: Sit with the finance team. Learn your budget, how unrestricted funds flow, and what it truly costs to deliver your programs. Financial fluency builds donor trust.

The first 90 days in a new fundraising role are your opportunity to observe, learn, and establish a firm footing. Avoiding these common mistakes won’t just make you a better fundraiser—it will position you as a strategic, credible leader who can drive long-term impact.

Every misstep is a chance to improve. But in fundraising, perception matters. The earlier you build trust and demonstrate thoughtful, informed action, the more effectively you can deliver for your organisation—and its mission.

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Government Funding Cuts Impact Charities and Reasons Charities Must Diversify

Government

Lessons from the US

Across the United States, nonprofit organisations are facing a sobering reality: government funding that once formed the backbone of their operations is being reduced, redirected, or eliminated altogether. In recent years, shifting political priorities, economic pressures, and changing social policies have left many charities scrambling to fill revenue gaps. The result? Organisations are being forced to do more with less, often at the expense of programs and services for the communities they serve.

The US Example: Navigating Government Withdrawals

From healthcare nonprofits losing federal grants to social service agencies experiencing drastic state budget cuts, US charities have been compelled to rethink their funding models. Many have turned to:

  • Rapid fundraising appeals to their supporter base,
  • Emergency philanthropic grants from private foundations,
  • Expanding corporate partnerships to offset lost government contracts, and
  • Investing in regular giving and major gifts programs to build long-term financial resilience.

Despite these efforts, many organisations have faced difficult choices, including staff layoffs, program reductions, and service cutbacks. The overarching lesson from the US: overreliance on government funding can leave nonprofits dangerously exposed when the political winds shift.

A Cautionary Tale for Australian Charities

In Australia, the charity sector has historically enjoyed significant government support, particularly in health, disability, aged care, and social services. However, the US experience should serve as a warning. Political changes, shifting policy priorities, and tightening budgets can — and do — impact government contracts and grants.

Australian charities, especially those relying on government funding for more than 50% of their revenue, must plan proactively to protect their missions from financial shocks.

Strategies for Diversifying Charity Income in Australia

  1. Grow Regular Giving Programs
    A reliable monthly donor base creates consistent, predictable income and reduces dependency on any single funding source.
  2. Invest in Major Gifts and Bequests
    Engaging high-net-worth individuals and promoting gifts in wills can secure significant unrestricted funds for long-term stability.
  3. Expand Corporate Partnerships
    Beyond sponsorships, explore workplace giving, cause-related marketing, and corporate social responsibility (CSR) initiatives to access diversified streams of support.
  4. Activate Community Fundraising
    Empowering supporters to raise funds through events, challenges, or peer-to-peer initiatives builds both revenue and community engagement.
  5. Pursue Trusts and Foundations
    Philanthropic grant-makers can offer vital support for programs and capacity building, especially when government contracts shrink.
  6. Develop Social Enterprise Models
    Some charities are generating revenue through services, products, or fee-for-service models aligned with their mission.
  7. Strengthen Donor Stewardship
    Retention is key. Nurturing existing donors can reduce acquisition costs and increase lifetime value.

Government funding can be a vital part of a charity’s revenue mix, but it should never be the only pillar holding up the house. The turbulence faced by US charities underscores the need for Australian charities to future-proof their organisations. By diversifying revenue streams today, charities can safeguard their missions tomorrow — regardless of political shifts or economic downturns.

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