In a perfect world your organization would have a large board made up of enthusiastic community leaders; generous contributors would always be sitting in your office; and your CEO would be a dynamic fundraiser, knocking on doors, making speeches and bringing home big philanthropic checks. Dream on. The reality many charitable groups face is a weak board, few major gifts, and a top administrator who would rather have a root canal than make a solicitation call on a wealthy prospect.

You can help change those realities by convincing your CEO to be a team player with the fundraising department. "There are two very important reasons for the CEO to be involved in the fundraising process," explained Tom Sadvary, Senior Vice President of Scottsdale Memorial Hospital-North in Scottsdale, Arizona. "One, as the CEO you have to always be aware and concerned about the bottom line. There is a financial business need to get involved in fundraising even if you disdain this kind of activity. For many organizations the revenue stream from operations is diminishing, so there is just a strict business need to be involved. Secondly, you really can’t separate your duties as a CEO from fundraising because it fits right in with your responsibilities as a communicator, facilitator, and community leader. It’s simply a part of your job."

Dr. Diana Kuntz, President and CEO of the Volunteers of America in Denver, Colorado agrees. "There are many people, either individuals or corporate donors, who will feel slighted if the solicitation doesn’t come from the CEO or Board Chairman. I believe that as the President and CEO I have several major functions, one of which is to facilitate fundraising. It really is an important part of what I do. I can help the fundraising department by responding directly to any request they have of me, to mobilize the board as appropriate, and to put leverage on other parts of our organization to respond quickly. We have a group called the VO A-Team that meets once a week. That’s the development staff and myself. We look at where we are with our many programs, make assignments, decide on who would be the best person to be involved with what activities. We also decide on what kind of support may be needed from other programs or divisions. For example, if we need to submit a grant we might need program data, statistics, brochures and wish lists. This meeting helps us plan for the wishes and dreams of our various programs. We also meet once a year with all the project directors to go over short and long term fundraising goals."

Dr. James Powell, President & Director of the Los Angeles County Museum of Natural History is such a staunch supporter of the CEO’s role in fundraising that in his recently published book, Pathways to Leadership, he specifically addresses this issue. "If you’re not willing to raise money, you shouldn’t be in the CEO position. It’s part and parcel of the job. I believe the CEO has to spend a significant amount of time in direct fundraising. To be successful I depend on the fundraising staff to do the research and leg-work so that when I go out on a solicitation call there’s a high probability of getting a yes. It’s definitely a team effort. Fundraising is actually a part of my job description. I’m to help establish a process and hire the people who can help me raise significant amounts of money. If I don’t do that, then I’ve failed in my responsibilities."

Most development directors would enthusiastically welcome the fundraising assistance of the CEO. However, in many cases the development director doesn’t know how to involve the CEO in a manner that will be mutually beneficial to everyone involved.

"I need the development department to put me in a position, where, without spending any more time than I have to, I can raise money from prospective donors," explained Dr. Powell. "We have to work as a team to be successful. I need the input, advice and a great deal of education to be a dynamic part of the fundraising team."

Mr. Sadvary has worked closely with his fundraising department for nearly a decade. "We have a very successful fundraising program. They’re really helping to subsidize a number of important capital projects. The department spends a great deal of time developing background information and conducting research on specific projects that need donor support. They give me insight through formal and informal briefings about the potential donors we’re planning to solicit. They continuously brief me, to make sure that when I’m in front of a potential donor I’m knowledgeable of the situation, and well versed on the individual I’m soliciting."

Dr. Kuntz agrees. "In our 100 year history we’ve always had some type of successful fundraising activity and of course we, as a team, need to do more and more all the time. I really want to know about the success of our fundraising programs. I receive written reports at the end of every event and campaign because I need to know if we’re on target and if the fundraising department needs additional assistance and why. For example, if there are any problems, shortfalls or political situations, I need to be aware of those types of things as soon as possible. I’ve asked my development director to manage me, tell me when my help is necessary and where it can be the most useful. She will tell me about contacts I need to make, and advise me on how to do it and when to do it. If she thinks I’m the most appropriate person to make a contact or motivate a board member, she’ll let me know."

Mr. Sadvary is quick to point out that teamwork between the development department and the CEO is not a one-way street. He knows he has a major responsibility to work closely with the fundraising department. "Potential donors are looking for someone on the administrative side with whom they can develop a relationship. Someone who can explain our needs and communicate how their support will be of help to our institutional goals. I can be that person. I participate in presentations to the Foundation Board as well as in targeted potential donor meetings."

"I try to give the fundraising department as much of my time as possible. I have a responsibility to alert them to specific kinds of projects that might have some donor appeal. I give them as much technical information as they want. There are also times when they ask me to translate technical materials into layman’s terms so the information can be used to solicit a donor."

"It’s also important for me to keep the fundraising department informed about what’s going on in the hospital system, because when they are out in the community they have to have a general understanding about what’s going on internally."

Your CEO may be reluctant to undertake any of the fundraising responsibilities. Keep in mind when you approach your CEO to become more involved, this is a team process that can be rewarding. However, fundraising may never be one of their favorite tasks and it will probably take a great deal of coaching and consoling before they become comfortable with the process.

"It’s not something I greatly enjoy," admitted Dr. Kuntz, "but many times I’m the person who has to make the contact. If my VO A-Team decides that I’m the person to make the contact and maintain the linkage, I do it."

"To tell you the truth, when I was a small child my brother had to sell my Campfire Candy for me. It’s hard for me to just pick up the phone and ask for money. But it’s real easy for me to talk about what we do. I suppose that’s a major part of fundraising, so I guess I do enjoy many parts of the process. I have found soliciting gifts is far more effective if I go with a board member. We have an excellent board chair. He has no problem making the ask, so we’re a very good team."

Dr. Powell agreed there are parts of the fundraising process he dislikes. "I really don’t enjoy doing the background work and researching donors. I simply don’t have the time to do a proper job. I depend on the fundraising department for that kind of assistance."

Mr. Sadvary has found fundraising to be a very rewarding experience. "I enjoy fundraising a great deal, I really do. Number one, our fundraising department is very sensitive to my time demands and they don’t involve me in activities unless they think that my presence is needed. Secondly, I really enjoy working with the people that are the donors and potential donors. These people honestly seem happy to contribute to our organization. Many of these individuals have used our services and are willing to support our many efforts. I’ve also discovered another benefit associated with fundraising. Some of the donors I deal with are also community leaders who can help us in ways not directly related to fundraising. They can assist us with strategic programs and activities that we’re dealing with as a system. Fundraising is one of the more positive experiences I have."

As charitable organizations look to their future financial needs, they must face some tough realities – competition for philanthropic dollars will be fierce, donors are demanding more input into the use of funds, and raising money can no longer be the sole job of the fundraising department.

"The CEO must be a part of the fundraising process," stated Dr. Kuntz. "I believe there are only three things that are my responsibility as the President and CEO. One, the supervision and management of our agencies and programs. Two, board development and finally fundraising. Fundraising is critically important for charitable organizations. My staff and I spend a great deal of time and effort to be successful."

Dr. Powell couldn’t agree more. "The raising of money is ultimately the responsibility of the CEO. Today non-profit institutions are really hurting for new sources of revenue. We have more need than ever to be out raising dollars for our institutions. The catch is, always looking up at us from our desks are dozens of jobs we can do instead of going out and making development calls. We have to force ourselves out of our desk chairs and out the door. With the support and assistance of a competent fundraising department, the CEO will be able to confidently solicit gifts in the offices of philanthropic foundations and the front rooms of individual prospects."