Not-for-profit organizations with national offices often manage their fundraising activities from head office. However, it may be strategically interesting to ask whether these activities could be deployed on a larger scale via local offices, or even via local partners. It’s a tricky question, but one that can be a real asset in ensuring the sustainability of a mission. In this interview, Stéphanie Simpson, fundraising professional, shares her experience in this area with a great deal of nuance and discernment.
1- Stéphanie, can you introduce yourself and give us an overview of your past and present roles?
I have nearly 27 years’ experience in the professional world. At the start of my career, I worked in the international trade sector, both in the United States and in France, with significant experience within a large group in the banking-insurance sector. Later, at the age of 32, I made a major career move into the charity sector. Over the years, I’ve had the opportunity to contribute to several NGOs and foundations, five in total to date. My missions have been varied, ranging from the defense of children’s rights, where advocacy played a central role, to emergency aid, requiring an essential reactivity in times of conflict or natural disasters to mobilize funds. My professional career has taken me to senior positions in communications and fundraising. Over the last six years, I have focused more on philanthropy.
2- What are the challenges and risks when an organization wants to involve its local or national offices in fundraising activities?
When an organization wants to involve its local or national offices in fundraising activities, there are a number of challenges and risks to consider.
First, it is essential to recognise that not all markets are equal in terms of the maturity of the charitable sector. In some countries, such as the UK, the charity sector is highly developed, with many established players. This means that entering a new market can take time and resources to build awareness of your cause and brand. Developing fundraising requires investment, and the return on investment can take a year or more to break even. So having the cash flow to see you through this period is crucial.
In addition, it is necessary to adapt the fundraising strategy to the specific characteristics of each country and the opportunities for local partnerships. It is sometimes wiser to start with a strategy focused on “major donors”, especially if local offices do not have the resources to launch costly direct marketing campaigns.
Differences in fundraising skills within local teams can lead to uneven results from one country to another. Unlike commercial companies, NGOs cannot simply set up subsidiaries, but must instead establish national associations or foundations with their own board of directors. This structure can lead to legal challenges, as legislation in some countries may restrict the transfer of funds raised to the NGO’s headquarters, forcing national entities to manage projects directly. In the event of disagreement, a local entity may even decide to separate from the head office and pursue its own social missions if it has the means to do so.
There is also a technological challenge, as many small local structures are not equipped with donor relationship management (CRM) tools or the resources to carry out in-depth market research and analysis of donor files (e.g. wealth screening for a major donor strategy). These tools are essential for implementing strategies such as upgrading donations, collecting regular donations, legacies, philanthropy and so on.
Finally, the marked cultural differences between countries mean that head office communications and marketing teams need to adapt to each market. Fundraising campaigns designed for a specific market will not necessarily work in another country without adaptation to local sensitivities.
3- What advantages do you see in involving local or national offices, or even partners in the field, in fundraising activities?
Involving local or national offices, or even partners in the field, in fundraising activities offers a number of significant advantages.
First, it diversifies the sources of funding, whether institutional funds, private donors or legacies. This diversification strengthens the organization’s financial sustainability and helps to raise its profile.
In addition, this approach makes it easier to pool certain aspects of communication in countries sharing the same language. For example, campaigns in German can be coordinated between Switzerland, Germany and Austria, while campaigns in English can target an international audience.
Another advantage is that best practice can be shared between the different entities. A local office that has successfully implemented an innovative and profitable fundraising campaign can share its experience with other markets, enabling the whole organization to benefit from successful ideas.
4- In your opinion, what are the best practices to adopt, the points to watch out for, for an organization wishing to involve its national offices in fundraising?
To successfully involve national offices in fundraising, it is advisable to put in place solid internal processes, particularly when it comes to soliciting major donors. This includes the personalisation of fundraising appeals, the provision of detailed mission reports based on the funds allocated, and the ability to respond to potential financial audits, particularly for institutional funds.
International coordination upstream, particularly during the prospecting phase, is essential, especially for large organizations operating in several countries. In addition, it is essential to put in place a due diligence procedure to check the background of the prospects to be contacted and to define the sectors of activity with which the NGO does not wish to collaborate (e.g. defense, tobacco, alcohol, etc.).
It is important to establish fluid communication between the teams in the field and the NGO’s head office to enable better collaboration. An “intermediary unit” or “support unit” can play a crucial role in relaying relevant information between the programme teams in the field and the fundraising teams. These staff need to have an in-depth knowledge of the NGO’s programmes in order to draft accurate fundraising appeals and mission reports tailored to the needs of fundraisers.
Finally, it is essential to surround yourself with qualified fundraising professionals. Specialized training courses and master classes are available to perfect resource development skills, depending on the target audience and channels used. For example, events such as IFC 2024 offer training and networking opportunities for fundraising professionals, providing a platform for acquiring new skills and keeping up to date with best practice in the sector.
In summary, mobilizing country offices to boost and diversify fundraising requires careful planning, strong international coordination and continuous adaptation to the specific dynamics of each market.
Thank you to Stéphanie Simpson for her rich and enlightening sharing!
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