Fundraising is collaborative and helps align donors with their philanthropic dreams. Development Officers partner with colleagues which results in successful donor outcomes. They’re like superheroes! Because DOs’ work is metrics-driven, it makes sense that they want credit. Applying shared credit and recognition equitably requires a strong framework of systems options aligned with clear policies. I recently asked eleven institutions how they tackled this and came away with three takeaways for a recipe for success.
1. Create system roles that are descriptive of the contribution
Almost all of the institutions I contacted had only two solicitation roles that DOs could be assigned which captured credit for solicitations (the primary role and a secondary role). The a-ha moment emerged when I dove into the other two institutions’ policies.
A more flexible system moves beyond gift and collaboration credit by adding more roles that reflect the contributions made. Set up your system to recognize the DOs involved in the actual planning, solicitation, and closing of the gift where the system roles are defined by these descriptive contributions.
Distinguish credit roles that have a direct impact on the gift, as well as non-credit roles that acknowledge important contributions. Recognize the different roles DOs are playing and the contributions they are making. Not all roles need to impact metrics. Here’s what it could look like:
- The primary role who receives 100% credit for the solicitation, close, and dollars.
- The secondary role receives varying levels of credit for the solicitation, close, and/or dollars.
- Collaborator which has a role at a lower level of engagement in the solicitation; credit received in metrics, but no solicitation or dollars-raised credit.
- Contributor is a non-credit role that is appropriate when the individual provides non-strategic support to a plan. Excellent to formally acknowledge contributions without giving credit toward metrics.
2. Who doesn’t get credit?
Not getting credit is ok. Recognizing this acknowledges the expectations of the unit, the team involved in a solicitation, expectations for unit leadership, and how units are spending their time.
For example:
- Is it your job to coach a new DO in their solicitations? As a supervisor, mentor or coach, you shouldn’t expect to receive shared credit if you’re supporting a staff member. Your dollars and solicitation goals should not be set up that way either.
- Are there multiple team members from one unit on an ask? If two DOs from the same unit are working on one proposal, the unit is spending more time and resources on one solicitation. Is that ok? The intention here is to focus DOs on more unique solicitations and relationships.
More often than not, institutions are not applying shared gift credit or collaboration credit to supervisors in a coaching or training role; nor are they applying shared gift credit or collaboration credit to DOs from the same unit. Clearly stating this in policy documentation is critical to avoid confusion.
3. Policies: tone and clarity
Policies are the ambassador to effective and successful implementation. Attention to tone and clarity, as well as the inclusion of examples, are all policy best practices. Well-crafted policies and documentation are written in a positive tone and empowering voice.
Blending clarity and specificity with the real-world application complements policy language. Shared credit is meant to inspire cross-unit collaboration or central collaboration with a unit. Illustrations of ways to implement this can go a long way to aid in translation.
FAQ tone and flow may vary depending on your organization’s culture and level of program implementation. Your staff’s level of understanding must be taken into account, and then evolve documentation as their knowledge is enhanced. For example,
- Newer prospect management programs can focus on the purpose of the system, metrics, and highlight training resources.
- More well-established programs would focus on metrics explanations and definitions, impact on reporting, and system navigation.
Taskforce of colleagues
Creating or changing policies requires a thoughtful process, new reporting, and systems changes. It’s no small task. Invite a diverse set of skills and experience to the table. Create a task force or action group to determine what can work at your organization. Consider the following as you fill your taskforce seats:
- Include DOs who will be affected by the new policies.
- The prospect management experts are a must!
- How will your organization’s mission, vision, and values fit with policy communication?
- Intentionally consider DEI in any policy change and decision. (not sure how? Involve your Advancement Diversity Committee and ask questions)
- A leadership perspective will keep things on track and on time
Talk to the broader team to hear about gaps and what’s working well. Reach out to peer institutions to understand who’s doing what. Recognizing shared credit fairly and equitably is a great way to build a strong culture that continues to collaborate. Good luck!
By Maureen Procopio
Senior Director, Campaign Strategy and Institutional Benchmarking
University of Oregon Advancement
541-346-2061