Do I Really Want This Job?

How to Assess an Organization's Philanthropic Culture

Sometimes, the good news is you got the job; the bad news is you got the job. Many development officers, especially after a grueling job search, are so delighted to get an offer, they say yes without thinking and then find themselves, within a few months or even a few weeks, wondering why they took the job.

Before accepting a position, you should think about, and ask, some critical questions about the philanthropic culture of the organization making the offer. How can you determine the culture of an organization? A good place to start is by researching the organization's website and printed publications. If you know someone who works for this organization, serves on its board, has received services from the organization or volunteers there, have a heart-to-heart talk with these people as well. During the interview ask questions and observe the surroundings.  

Some specific things to look for and to ask about:

1. Does the organization currently have a development office? If it has never had a development office, why not? There may be some legitimate reasons for not having pursued development efforts prior to this time and the organization should be commended for deciding to hire its very first development officer. But, make sure the leadership is really committed to development. Does the organization understand that it takes time to establish a development program, and that building relationships with donors is the key role of the development office?
2. Do the leaders understand how long it takes to develop relationships with donors and are they willing to invest in infrastructure to get the development office started? For example, has the organization allocated a budget for a donor software system to manage fundraising activities?
3. Do experienced professionals staff the development office? If there is staff with which you will be working, make sure you get to meet these people and assess their professionalism. Do the development staff members have credentials and experience in fundraising? Are they active in AFP? Do they take advantage of professional growth opportunities? How long have they been with the organization and what have they accomplished to date?
4. Will you, as development staff, have significant input into developing your own departmental budget? Some organizations have the CFO make all budgetary decisions and those made without knowledge of fundraising techniques and theory may be set artificially high or may not include realistic expenses for the development office. Does the development budget include money for professional development (membership in professional organizations, conferences and workshops, books and periodicals, etc.) for the development staff? You need to know if the organization is willing to invest not only in the office but in you!
5. Do the organization's non-development staff members understand the importance of the development function? Do staff members support the development office's efforts? Try to meet program staff and others within the organization. It is really difficult to work in a situation were no-one understands or supports development. Ask if you will have the opportunity to attend non-development departmental meetings and interact with program staff members, who can often be very helpful with your development program.
6. Has the organization advertised that they prefer certified (CFRE, ACFRE, FAHP, etc.) applicants? Do they understand and value these credentials; and, if you are not already credentialed, are they willing to support you in obtaining these credentials?
7. Will you be attending board meetings and have the opportunity to work individually with board members to encourage them in their fundraising activities? If the executive director does not allow development staff access to the board, and provide input into the board development process, this raises a red flag that he or she may be insecure in their own position. It may also be an indication that board members will not be invited to participate in the development program. You should also try to determine if the board is committed to development (do they both give and get money for the organization)?
8. Is there a development committee on the board? Will you or another development person staff this committee? Will you have access to current fundraising volunteers and/or be encouraged to involve new volunteers in the development program? An organization that expects the development officer to "do it all themselves" is inviting frustration and burnout of staff and lack of community support.
9. Is there clerical support in the development office? Some organizations advertise for highly skilled and experienced development officer and then also require them to be proficient in fundraising software. If the organization expects you to be behind a computer entering data all day, you will not have the opportunity to be building relationships with donors—the real work of development.
10. Is the development office in a prominent location and does it have a professional appearance? Does the development staff act and look professional? Another red flag for the development professionals is being put into a situation where they are required to share an office or be relegated to a "glorified closet" instead of being in a professional looking office, easily accessible to doors and volunteers. Also take note of how you were greeted when you first entered the organization's facility. The receptionist in a nonprofit should be thought of as the "Director of First Impressions."
11. Does the organization support the Donor Bill of Rights? Is the organization aware of and supportive of the AFP Code of Ethical Standards? Often one of the roles of the development professional is to guide the rest of the organization in ethical decision making in the fundraising area as well as governance issues. You should also ask if there are conflict of interest policies in place for board and staff, as well as gift acceptance and investment policies.
12. Does the organization understand the importance of donor centered fundraising? An example of being "donor friendly" is the look and feel of the organization's website and its publications. The organization's website will often say a lot about its philanthropic culture. Is there a link to the development office and does it list development staff people on the website with their contact information? Is there an opportunity to donate online or is this something the organization will consider establishing? Does the development office have input into the website content. Does the annual report contain a list of donors and articles from donors about why they support the organization? Does the newsletter have a development column in each edition?
13. Is the organization committed to work with consultants when it is appropriate to do so? If the organization is anticipating a major effort such as a capital campaign and expects staff to manage the campaign on their own, it may not understand the importance of obtaining appropriate support for the development office when needed.
14. Is the CEO involved in fundraising? Major donors will expect to meet with the head of the organization. The CEO must be willing to get involved in identifying, cultivating and soliciting donors. The development officer needs to report directly to the CEO and the CEO needs to be in attendance at major events and functions of the development program. He or she should also work with the development officer to establish goals and create with the development plan.
15. Are there volunteers involved in fundraising? Community support is vital to a successful development program so if volunteers are not currently involved, is the organization receptive to establishing a development committee and having the development office involve volunteers in its fundraising efforts.

If you are observant and willing to ask appropriate questions, you will not find yourself among those development officers who are wondering how they go it not a position of working for an organization with a weak philanthropic culture.

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