Fundraising

Before it was about getting donors to write checks. Now it’s about involving them in your ecosystem. Here’s 5 steps to get started today: You’re not just fundraising anymore. You’re onboarding stakeholders. If you want repeatable, compounding revenue from donors, partners, and decision-makers, you need to stop treating them like check-writers… …and start treating them like collaborators in a living system. Here’s how. 1. Diagnose your “center of gravity” Most orgs center fundraising around the mission. But the real gravitational pull for donors is their identity. → Ask yourself: What is the identity we help our funders step into? Examples: Systems Disruptor. Local Hero. Climate Investor. Opportunity Builder. Build messaging, experiences, and invites around that identity, not just impact stats. 2. Turn every program into a flywheel for new capital Stop separating “program delivery” from “fundraising.” Your programs are your best sales engine → Examples: • Invite donors to shadow frontline staff for one hour • Allow funders to sponsor a real-time decision and see the outcome • Let supporters “unlock” bonus services for beneficiaries through engagement, not just cash People fund what they help shape. 3. Use feedback as a funding mechanism Most orgs treat surveys as box-checking. But used right, feedback is fundraising foreplay. → Ask donors and partners to co-define what “success” looks like before you report back. Then build dashboards, stories, and events around their metrics. You didn’t just show impact. You made them part of the operating model. 4. Make your “thank you” do heavy lifting Thanking donors isn’t the end of a transaction. It’s the first trust test for future collaboration. → Instead of a generic “thank you,” send: • A 1-minute voice memo with a specific insight you gained from their gift • A sneak peek at a challenge you’re tackling and ask for their perspective • A micro-invite: “Can I get your eyes on something next week?” You’re not closing a loop. You’re opening a door. 5. Build a “Donor OS” (Operating System) Every funder should have a journey, not just a transaction history. → Track things like: • What insight made them first say “I’m in”? • Who do they influence (and who influences them)? • What kind of risk are they comfortable taking? • What internal narrative did your mission fulfill for them? Then tailor comms, invitations, and roles accordingly. Not everyone needs another newsletter but someone does want a seat at the strategy table. With purpose and impact, Mario

Brand sponsorship is the new indie film funding strategy. They’re backing projects directly, turning product placement into a financing strategy, not just a marketing add-on. If you’ve already raised some money, built a small team (especially with a fanbase), and secured a shooting start date — brands can jump in now. And having them on board is more than a logo in a scene. It adds major value to your pitch deck helping you close investors, impress distributors, and actually start production. Studios are splitting. Streaming is evolving. The system is wide open. What brands want is visibility. What filmmakers need is backing. This is where both worlds meet. And for the filmmakers who are ready it might be the fastest path to greenlit.

Most social enterprises succeed or stall in the early phase, before product-market fit, before revenue, and before traditional capital takes interest. This is where philanthropy becomes catalytic. Flexible, patient, and impact-first capital helps visionary founders build momentum, pilot solutions, and prepare for long-term sustainability. The potential is enormous. According to the GIIN, global philanthropic capital exceeds $800 billion. Yet, less than 3% of global philanthropic capital flows to early-stage social enterprises. The majority still supports established NGOs or post-scale interventions. Meanwhile, early-stage founders tackling systemic problems, especially in emerging markets, are left underfunded and overlooked. That capital, when applied intentionally, can transform high-potential ideas into scalable, investable solutions. We are already seeing it in action. Organizations like Mulago, Draper Richards Kaplan Foundation, and the Skoll Foundation are leading the way. Blended finance models from Village Capital and Acumen are showing how early philanthropic support can unlock follow-on funding and long-term success. We don’t need more capital. We need smarter capital. Capital that’s willing to go in first. To absorb risk. To help build the bridge from idea to investment. Let’s stop treating philanthropy as the end of the road. Let’s use it instead to start new ones.

I'm Sick of New Ideas We're drowning in "innovative solutions," "systems change," and "design-thinking frameworks." They sound impressive. They get the founders on prestigious panels and podcasts. They produce flashy videos, slick pitch decks, and social media content that "drives engagement." The "pillars" and "frameworks" are beautiful, and the graphic design is exceptional. I don't care. As a grant writer, I make it a point to avoid these organizations, because they rarely drive actual results. After nearly fifteen years and more than 100 nonprofits, what I've seen is that there's no silver bullet for society's problems—or even those in your own community. Here's what I've learned: In traditional businesses, customers get what they pay for. But in nonprofits, there's a critical disconnect—the people providing the funding (customers) aren't the ones receiving the services (clients). This creates a dangerous dynamic where funders can prioritize flashy innovations over proven solutions, because they're removed from the actual impact. Look around: Local food banks serve thousands of meals daily with measurable impact Community health clinics deliver essential care with proven outcomes Established shelters provide stable housing with documented success rates But as someone who works in a "customer-facing role," grants, I often don't like what I see. For whatever reason, funders (the customers) love to give hundreds of thousands, even millions, to new founders who sit on panels and talk about a venture promising to "end poverty in 20 years." But it's like pulling teeth to get $5k to fund literacy efforts in local schools where more than half of the kids can't read. The philanthropic sector loves to talk about impact. But real impact isn't found in beautiful frameworks or innovative theories of change. It's found in the organizations showing up every day, doing the unglamorous work of actually serving people in need. If you're a funder, it's time to ask yourself: Are you funding innovation, or are you funding impact? #SocialImpact #Nonprofits #FundWhatWorks Grant Flow

There is so much too unpack here. Restricted funding is one of the many deep-rooted issues within the humanitarian and development sector. It is essentially like putting local partners in a straitjacket!!! Western NGOs, in particular, maintain financial control. Their approach to funding local partners is dictated by their own terms—they decide where the money goes, impose restrictions on the funds, and exclude local partners and communities from having a say. This approach is colonial; it reinforces a power imbalance where the only real 'winners' are the funders themselves, as it enhances their reputation while restricting genuine local development. Unrestricted funding is a crucial step towards decolonising philanthropy. It allows local partners the flexibility to allocate resources based on their actual needs rather than rigid donor requirements. This means they can invest not only in specific community activities but also in strengthening their infrastructure, developing long-term strategies, and ensuring financial sustainability. Many funders fail to recognise that local partners need more than just programme funding to be effective. They need the ability to pay for rent, utilities, training, and operational costs—all of which are essential for long-term sustainability. Without this, partners are left in a cycle of short-term, donor-driven projects that do little to build real community resilience. The current model of restricted funding fosters dependency rather than sufficiency. Local partners often find themselves chasing grants that dictate their priorities rather than responding to the needs of their communities. This limits innovation, sustainability, and ultimately, impact. By shifting towards unrestricted funding, you can dismantle the colonial structures that keep local partners financially and operationally constrained. Instead of controlling where the money goes, you should trust local leaders—those who understand their communities best—to make the right decisions. This not only leads to more effective interventions but also strengthens the long-term capacity of local partners to drive their own change. It is no longer enough for you to simply claim you support local leadership; you must back this commitment with real financial reform!! This means shifting from rigid, top-down funding models to more equitable, trust-based approaches. You need to recognise that flexible, long-term, and unrestricted funding is not a risk—it is an investment in genuine, locally led transformation. If you are serious about decolonising philanthropy, which I hope YOU are, you must re-examine your role, relinquish unnecessary control, and create pathways for unrestricted funding. Only then can we move towards a more just, equitable, and effective development sector—one where power is shifted, not just shared in name. Who's with me? #decolonisingphilanthropy #charity #NGO #USAID #colonial #decoloniseaid #africa

A ‘major’ donor said to me once “The only reason I give honestly is because of you." While it might sound like the ultimate compliment, it’s actually a red flag. Here’s why: Donors should be engaged through a hearts-and-minds approach, but not just a single person. Of course, part of my job is building trust and personal connections—but if I’m the only contact for that donor, we’ve got a problem. Sustainable funding is the goal…not just immediate dollars in the door driven by one person. If the donor doesn’t trust at least two other people at the organization, I haven’t set them up to truly invest in the work itself. My charm might open the door, but their belief in the mission is what weaves them into the ecosystem. They shouldn’t just be riding for me—they should be riding for the impact, the purpose, the vision. So yeah, it’s a cute moment for my ego, but it also means I needed to organize my team and do a little more. Program staff touchpoints beyond the development folks are crucial. Donor relationships that depend solely on me don’t ensure longevity—and this work demands sustainability. Make sure folks are riding for your work, not just you. #SustainableFunding #BuildingTrust #AskSadé #SadeKnows

Fundraising in India is a beautiful, brutal dance. After 15 years of knocking on doors, writing proposals, and building relationships in the charity space, I've learned that money follows trust, not just need. And trust is earned in whispers, not shouts. Most fundraisers think it's about the pitch. The perfect slide deck. The heart-wrenching story. The immaculate impact metrics. But that's just the costume you wear to the real party. The truth is messier. More human. More honest. First, nobody cares about your organization. They care about the problem you're solving. Stop talking about your NGO's journey and start talking about the journey of the people you serve. Your founder's story matters less than the story of the girl who can now read because of your work. Second, relationships outlast transactions. I've watched fundraisers chase cheques like they're chasing buses – desperate to catch the next one, forgetting that the real journey happens when you're walking together. The donor who gives you ₹10,000 today could give you ₹10 crores in a decade if you treat them like a partner, not an ATM. Third, most Indian donors don't want innovation. They want reliability. They've seen too many NGOs come and go, too many promises evaporate. They're tired of funding pilots that never take flight. Show them consistency before you show them creativity. Fourth, your finance team is your secret weapon. In a country where trust in institutions is fragile, your ability to account for every rupee isn't just good practice – it's your survival strategy. I've seen brilliant programs collapse because someone couldn't explain where the money went. Not because of corruption, but because of chaos. And finally, the hardest truth: fundraising isn't about money. It's about meaning. People don't give to causes; they give to become the person they want to be. The businessman who funds your education program isn't just building schools – he's rewriting his own story, becoming the hero his childhood self needed. I've sat across from millionaires and watched them cry when they talk about their mothers. I've seen corporate leaders who manage thousands of crores struggle to write a personal cheque for ₹5,000. I've witnessed wealthy donors argue over a ₹500 expense while approving ₹50 lakhs in the same meeting. Because money isn't rational. It's emotional. It's cultural. It's complicated. The fundraisers who thrive in India aren't the ones with the fanciest degrees or the most polished English. They're the ones who understand that in this country, giving is deeply personal, profoundly spiritual, and incredibly relational. So stop treating fundraising like a Western import that needs to be implemented. Start treating it like what it is – a conversation about values that's been happening on this soil for thousands of years. Because when you get it right, you're not just raising funds. You're raising hope.

What's the secret to securing funding from foundations? This question, in various forms, has been asked of me a lot since I my post about the fundraising component of Mongabay's strategic plan (https://bit.ly/3NVeRd2) a few days ago. To be clear, I don't claim to be an expert in this field. However, I can certainly share insights from my decade-long experience of elevating Mongabay's foundation support from zero to about $5M last year. The right messaging When I initially began seeking funding from foundations, I received no response about 90% of the time. When I did receive a response, it was almost invariably, "no thanks". Despite my belief that my initial outreach was targeted (e.g. foundations that supported areas aligning with Mongabay’s work like journalism and conservation), I soon recognized a need to revise my targeting and messaging. Program officers at philanthropic foundations are usually in the business of giving away money effectively. That last word is important: You might be surprised how many times I’ve been told that it’s hard to give away money effectively. In that initial outreach, I put too much emphasis on what Mongabay is doing rather than how its work could help program officers better accomplish their foundation’s objectives. So I tailored my message to explain the value proposition of Mongabay’s independent journalism. This was a nuanced argument because to many, journalism can feel like a peripheral intervention when compared with establishing a protected area, for example. Know your strengths My job was to explain how objective journalism – distinct from PR and communications – could act as a catalyst in several ways, including informing key decision makers, increasing awareness, and functioning as a due diligence tool. Understand your audience Adapting my message and ensuring it reached the right person required research to understand a foundation’s strategy and objectives, as well as the individuals responsible for granting funds to organizations. Program officers are typically inundated with requests – keeping your message short and clear may help it break through. Build relationships In the fundraising world, it's often said that "People give to people, not causes." This might be less true with institutional foundations, but relationship-building is still critical. Seek intros My success rates with cold outreach have been low – the most common response to my foundation inquiries remains a lack of response. Don't hesitate to ask current donors for appropriate introductions to other funders. Measure impact One reason, I believe, for Mongabay's high renewal rate from foundations is our commitment to gathering evidence of the impact of our work. Providing an example of impact can be a great way to follow up with a donor. _ While everything I’ve shared here is very basic, I confess I've overlooked these points myself at times. Foundations aren't easy, but they can provide a strong base of support.

If I were a Chief Development Officer of a large nonprofit and I needed to make a big push in major gifts before the calendar year ends, here’s exactly what I’d do 👇 Revenue doesn’t come from activity. It comes from intentionality. 🔹 Step 1: Identify your real portfolio Not the 200 names in Salesforce. The 30–50 donors who actually have capacity and momentum. (If you can’t name them without opening a report, start there.) 🔹 Step 2: Map out your warmest relationships Find the people who already know, like, and trust your org. Past donors. Active volunteers. Longtime advocates. You don’t need new prospects. You need to wake up the ones you’ve been sleeping on. 🔹 Step 3: Time-block for actual engagement Not stewardship emails. Not mass updates. I’m talking real conversations. Discovery calls. In-person touchpoints. Put them on the calendar and protect that time like your Q4 depends on it. Because it does. 🔹 Step 4: Track sentiment, not just dollars How do your top donors feel about your mission right now? Where are they in the journey? If all you’re tracking is “gave or didn’t give,” you’re already behind. 🔹 Step 5: Prioritize your closeable pipeline That $1M prospect who hasn’t returned a call in 7 months? Not your focus. That $50K donor who just had lunch with your board chair? That’s your move. Focus on proximity, timing, and intent. 🔹 Step 6: Make your system work for your fundraisers If your team is digging through reports, toggling tabs, or building lists from scratch… they’re wasting time. You need tools that surface the right relationships at the right time, not just store data. If you do this. Day in and day out, I promise you will see results with major gifts. It works with consistency and a team that is all-in across the board. No more rogue gift officers who have been “doing things their way” forever.