How to Foster Collaboration in Philanthropy

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

When I took on my role as Chief Corporate Citizenship Officer at PMI, I set a handful of parameters for myself and my team: 1. Don’t fall into the trap of arm’s-length checkbook philanthropy: One-off cash infusions can help nonprofits in the immediate term, but they don’t get at the issue of sustainable growth. 2. Focus, focus, focus: Diffusion is the enemy of progress. There are an endless number of worthy causes and charitable organizations, but our greatest impact will come from identifying a small number of causes that are intrinsically tied to our values and vision and making those causes priorities. (In our case, this is U.S. military veterans, women’s equity and empowerment, and hyperlocal activations.) 3. Empower—and learn from—those already in the trenches: We’re not going to dictate what happens at the community level. We’re here to listen and learn and find ways to support and expand the good works already underway. 4. Give a “hand up” instead of a handout: Band-Aid solutions may make us feel good in the short term, but they don’t get to the root problem. The cash infusions we give our community-based partners are meaningful, but their value grows exponentially when paired with our business expertise and insights. 5. Offer employees a chance to contribute to change: We polled PMI’s U.S. workforce earlier this year about our plans to support military veterans. An astonishing 97 percent of employees raised their hands to get involved. There’s a hunger out there for making a positive difference in local communities and the broader world. Find ways to connect your people to the issues that matter most to them. It turns out that this is the way the next generation of philanthropists is thinking about their impact as well. A recent article (I’ll share the link in comments) shares interesting insights into how our younger generations—millennials and Gen Z—are embracing a more comprehensive approach to philanthropy focused on measurable impact and deeper connections. They’re also showing a greater tolerance for the “long game,” willing to take risks in the short term to lay the groundwork for greater gains down the road. As the next generation of philanthropists takes the reins and starts investing more than money in the causes they care about, let’s make sure our organizations are prepared to do the same.

"Fundraising is everyone's job." How many times have you heard this well-intentioned phrase? It sounds great in theory but it often leads to confusion and overwhelm in practice. Here's a better approach: "Building a culture of philanthropy is everyone's job." The difference? Instead of turning everyone into reluctant fundraisers, we create an environment where each person understands and supports the mission through their unique role. Imagine a world where your program officer excels at creating amazing initiatives, your finance team ensures fiscal responsibility, and your fundraisers build strong donor relationships. All while working in harmony towards a shared vision. So, how do we build this culture of philanthropy without turning everyone into reluctant fundraisers? Educate: Help all staff understand the role of philanthropy in achieving your mission. Empower: Give everyone tools to talk about your impact and connect supporters to the right team member. Engage: Involve program staff in donor meetings to share frontline stories. Appreciate: Recognize all contributions to the fundraising process, not just closed gifts. Communicate: Share fundraising successes and challenges with the entire organization. When everyone plays to their strengths while supporting a culture of philanthropy, that's when the magic happens. Have you successfully built this culture in your organization? Or are you facing challenges?

📢 Fundraising is everyone’s job! 📢 I had a chat with a CEO of a fundraising organisation last week and they said to me: “Well, fundraising isn’t really my remit.” Cue silence on my end of the phone. Here’s the thing about fundraising: it can’t just live in one team. It can’t just be “the fundraiser’s job.” If your organisation relies on fundraising to make impact, then everyone is, in some way, a fundraiser. From the board room to the admin desk, leadership to marketing, every interaction shapes donor trust, confidence, and engagement. 🌟 A board member sharing a story about your mission builds credibility and excitement. 🌟 A program manager giving insight into real outcomes makes campaigns authentic and compelling. 🌟 A receptionist welcoming a donor or volunteer leaves a lasting impression. 🌟 Leadership demonstrating commitment and engagement signals that fundraising is valued across the organisation. Fundraising culture isn’t just about hitting targets. It’s about creating an environment where fundraising is part of the DNA - where every team member understands their role in building relationships, stewarding donors, and advocating for the mission. How organisations can nurture this culture: 🌟 Embed fundraising in every role. Make it clear that everyone contributes - even small gestures matter. 🌟 Lead by example. Leadership should be visibly engaged in fundraising conversations, events, and strategy. 🌟 Celebrate contributions beyond dollars. Recognise storytelling, donor advocacy, and internal support, not just closed gifts. 🌟 Foster collaboration. Fundraisers, program teams, and leadership working together = richer, more authentic donor experiences. 🌟 Educate and empower. Provide training or simple guidance so people understand how their everyday actions support fundraising outcomes. When fundraising is organisation wide, it stops being a pressure point for one team and becomes a shared mission. Donors feel it. Teams feel it. Impact grows. Because the truth is, if you’re part of a fundraising organisation, you’re all part of the fundraising story. ❤️

"We need intentional collaboration opportunities, the very structure of which should be co-created with nonprofit organizations and funders sitting at the same table before the request for proposals is ever written. Funders need to ask us what it actually takes to work together, and we need to be honest about the costs. If a funder wants a collaborative project, they should explicitly fund the infrastructure required to run it. They should pay for the project manager, the legal fees for the contract design, and the administrative hours spent in alignment meetings." https://lnkd.in/g6DbYSVJ

What if ERGs weren't just a place to connect, but a place to decide? 🧐 It's a small shift in framing, but it can change everything about how people show up. 🤝 From my conversations with CSR leaders, I hear that most ERGs are built around participation: events, conversations, community. That's valuable. But when members don't have a real stake in outcomes, engagement can stay surface-level. Giving Circles are one model worth paying attention to. 🌟 Instead of a small leadership team planning everything, members learn together, nominate causes they care about, and collectively decide where funding goes. The act of deciding together turns an ERG from a place where you connect, to a place where you contribute. That distinction matters right now. 🌱 Employee engagement is declining, but the desire for purpose at work isn't. People want more than access to community. They want belonging, and for that, they need to have agency. 91% of Giving Circle members experience an increased sense of belonging to community, according to a 2024 study from the Dorothy A. Johnson Center for Philanthropy. 💡 Giving Circles give ERGs a structure to meet the moment and one that doesn't put the entire weight on a couple of leaders juggling full-time roles on top of everything else. 🤹♀️ Shared ownership changes the experience. For members and for leaders. And the right infrastructure holds it all together, without asking ERG leaders to do even more. 💪 If your organization is thinking about how to make ERGs more sustainable and more impactful, this model is worth exploring. You can read more here 👉 https://lnkd.in/gum2sW3h If this sparks your interest, reach out! 👋 #GrapevineGiving #CollaborativeGiving #CollectiveGiving #GiveBetterTogether

When first-generation wealth creators and next-generation innovators sit in the same boardroom to discuss philanthropy, things can get complicated fast. The older generation is anchored in preservation and traditional, proven methods, while the youth are driven by systemic disruption, tech-forward ideas, and immediate data-driven impact. When these worldviews clash, a family's legacy stalls. In my latest article, "Passing the Torch Without Burning the Bridge: How to Navigate Family Giving Across Generations," I examine how shifting from a mindset of control to one of collaboration is the key to institutional longevity. I share four practical strategies to bridge this gap, including aligning on family values, creating low-risk "innovation sandboxes" for next-gen leaders, and building two-way mentorship structures. Read the full piece below to discover how we can ensure African wealth does not just survive the transition but multiplies its impact for generations to come. #FamilyGovernance #GenerationalWealth #Philanthropy #SocialImpact #FamilyLegacy

📣 What if philanthropy encouraged collaboration rather than competition? That’s the question at the heart of this thoughtful and timely piece by Devi Leiper O'Malley, Ruby Johnson and Swatee Deepak — and they don’t just pose it, they practise it. They reflect on their own work to reject the scarcity mindset and extractive dynamics that philanthropy often reinforces — choosing instead to be transparent about power, ego and resources, and to build relationships rooted in trust and shared purpose. Their campaign “Remember Who Made Them” brought together garment workers, organisers, artists, influencers and brands — not for visibility or control, but to centre those most affected and act collectively. They offer three clear lessons for anyone seeking to lead differently: ✅ Name power and money early Be honest about motivations, roles and capacity. Don’t hide behind vague language or performative partnerships. ✅ Let go of ego Resist the urge to lead, own, or scale. Share space and trust others to lead in ways that work for them. ✅ Invest in relationships Prioritise depth, not speed. Build trust and care into the process — because how we work matters just as much as what we do. They ask: “What if philanthropy trusted that movements and communities know what they need — and that the role of funders is to follow their lead?” For anyone working in or alongside philanthropy, this is a timely invitation to pause, reflect and rethink.👇 🔗 Link to the full Center for Effective Philanthropy blog in comments ⬇️ #philanthropy #solidarity #collaboration #leadership #trustbasedphilanthropy #movementbuilding #socialimpact #trust

Yesterday, I had the opportunity to testify to California's Little Hoover Commission about a topic that is important in our work at The James Irvine Foundation: how philanthropy and the public sector can leverage each other's strengths through collaboration. In my testimony, I shared that the challenges facing California are too great for any one sector to solve. Government spending far exceeds philanthropic resources, but philanthropy plays a crucial role in ensuring that the people most often left out and behind are heard and can participate in shaping government policies. That’s why we’ve been grateful to partner with the State of California through both direct and coordinated funding that leverages the strengths of both our sectors. Here are a few lessons from this work:  ▪ Strong relationships with state leaders are crucial. This may seem obvious, but it requires sustained effort. In California, the Governor’s Senior Advisor for Social Innovation, Elena Chavez Quezada, has been especially helpful in fostering these relationships.  ▪ Focus on co-creation. Instead of the state identifying a project and then asking philanthropy for funding, we should co-create initiatives from the beginning, with shared input. This will lead to better outcomes. ▪ Timeliness matters. Delays in government grants and contracts can strain nonprofits delivering essential services. Relieving this pressure can allow philanthropic resources to be used more strategically for initiatives that government cannot easily fund. ▪ Be opportunistic and flexible. In times of crisis, the public and philanthropic sectors work quickly and collaboratively. We should bring that same energy to long-term challenges. I’m curious to hear your thoughts on this topic in the comments, and if you’ve learned other lessons from public-private collaboration.  #Philanthropy #Equity #Collaboration https://lnkd.in/gXxMyRTg