By Karen Pillay | Business Continuity Manager at the Centre for the Study of Violence and Reconciliation.

Over the past few decades, the nonprofit sector in Africa has significantly expanded, becoming a vital force in tackling social justice challenges and empowering communities. However, the challenge of limited resources often hampers their efforts. Therefore, it is essential for organisations to prioritise and implement effective fundraising strategies to fulfil their missions.

Building relationships

At CSVR, relationships are at the heart of our mission. We deeply value human dignity, self-respect, and ubuntu – humanity towards others. This philosophy is evident in our writing, research, interactions, and interventions, ensuring sensitivity towards our clients and diverse audiences.

There are a few essential ways to build and nurture relationships with donors. I have found face-to-
face engagements, donor site visits, and digital communication to be the three most effective methods of enhancing donor support and commitment. Donors want to know who they are working with, and face- to-face engagements are effective in building trust and credibility while increasing the organisation’s

transparency with the donor. In my previous role, a cornerstone of our relationship-building strategy was donor site visits. These visits provided a powerful opportunity for donors to witness the tangible impact of their funding support. I find this method ensures donors become more passionate about our cause and this influences them to increase their support. It increases donors’ understanding of the organisation’s work and allows them to connect with the beneficiaries they support.

For example, I have personally escorted donors to early childhood development centres, community gardens that supported HIV patients, and youth development camps in nature reserves whose objective was to take youth out of their comfort zones to unlock their potential. These experiences allowed donors to witness firsthand the transformative effects of their generosity. One Norwegian donor, for instance, observed market simulation games that taught budgeting and supply chain management skills to young people, underscoring the real-world value of their support.

Leveraging visual communication tools, storytelling, and social media is crucial to vividly illustrating how donor funds are utilised. By producing videos and short documentaries on our projects, we enhance transparency and foster deeper engagement with our donors and supporters. These tools not only showcase our impact but also inspire continued commitment to our shared goals.

Transparency

Transparency is crucial in building credibility with donors. Regular communication fosters trust and ensures that donors feel connected and informed. For instance, our long-term relationship with an international donor is grounded in openness. When a pilot initiative did not go as planned, we transparently shared the lessons learned, explained the situation, and recommended a way forward. This approach not only built trust but also highlighted our commitment to credibility and ethical standards. The donor felt valued as they provided technical support as part of our think tank to resolve the challenges with the pilot and contributed to our resolution and way forward.

Long-term approach

When donors fund your organisation for six months or a year, they are testing the waters. They want to know: What return on their investment will they receive? Is this a credible organisation? Are systems and processes in place? Does funding reach beneficiaries as intended?

During this initial period, it’s crucial to be responsive to your donor, stay in touch, understand their requirements, and build a relationship. This effort will pay off in the long run, as some success stories require time and persistence to evolve.

In a previous role, I had a conversation with a pharmacist who revealed that there were insufficient pharmacists to dispense ARVs. We turned this conversation into a proposal concept, created a poster presentation, and discussed it with our NPO leadership team. The CEO had a contact who knew singer-songwriter and political activist Annie Lennox, who in turn had a contact at the Elton John Foundation. It was like casting a pebble into water and watching the ripples. Leveraging these connections, we secured £1.8 million in funding, which increased to £2 million in subsequent years.

Sustaining relationships

Maintaining donor relationships requires consistent effort. A visit to an NGO in New York led to meetings with donors in Washington. By staying in touch and providing updates, we eventually secured a proposal request from the donor. Persistence in nurturing relationships pays off.

Sharing donor relationships with other organisations can also enhance credibility and expand your contact pool. Fundraisers often fear losing donors and tend to keep their contacts private, worried about losing out if they introduce a donor to another organisation. However, sharing contacts can showcase your credibility and prowess as a fundraiser. By doing so, you build trust and demonstrate your commitment to the broader mission. Make sure you have a good Client Relationship Management System (CRM) to assist you with sustaining donor relationships. It will ensure that the relationship is not just a personal relationship, but a resource that the organisation can sustain beyond your tenure.

Professional toolbox

Effective relationship-building requires specific professional tools. Researching donors and creating a prospect list is vital. Linking donors’ focus areas with the organisation’s mission and vision ensures targeted and efficient outreach. Having a generic proposal and a capacity statement ready can make a significant difference. Quick access to these materials can help meet deadlines and enable the organisation to seize opportunities.

Understanding team members’ strengths is equally important. Knowing who can write well on technical aspects, conduct research, or has connections with particular donors leverages internal resources effectively. By aligning tasks with team members’ skills, you enhance your organisation’s ability to build and maintain strong donor relationships.

Making social justice initiatives relatable

Social justice initiatives may not appeal strongly to donors at first, so we strive to make them relevant and relatable. For example, one of my success stories from my fundraising journey was a successful social justice campaign that began with a conversation with a Catholic priest about the lack of social action among congregants regarding gender-based violence.

We launched a 100-day countdown to Christmas campaign, using direct marketing, newsletters, visuals, radio campaigns and more, delivering a message every three days. Donors responded positively. It was a vuka (wake up) moment for them, awakening their commitment to social action.

Social media campaigns are crucial nowadays, utilising platforms like X, Facebook, Instagram, and LinkedIn to amplify our voice. International forums also provide strong platforms for presenting our work alongside major funders. By leveraging these channels, we can effectively engage and inspire donors to support our social justice initiatives.

Adapting and evolving fundraising strategies

Adaptability is vital, not only in fundraising proposals but also in responding to community needs. Being flexible and willing to change plans enhances the organisation’s relevance and effectiveness.

In conclusion, the fundraising landscape is shifting. Fundraising initially had a “begging bowl” approach, which evolved as we realised the importance of self- sustainability. More recent trends include using AI to enhance fundraising capabilities. Donors also look for opportunities to scale up their efforts, with many funders wanting to see interventions at national and continental levels.

If you ensure that fundamental building blocks are in place, you will attain greater success and view fundraising in a new light. Fundraising is more than bringing in donations; it is multi-faceted and integral to organisational sustainability.

This article was first published in the 2024 Inyathelo Annual Report.