An Interview with James Greenfield, A FINZ 2012 Conference Plenary Speaker

1) What initially attracted you to working in the not-for-profit sector?
I had not intended to make a career as a fundraiser.  My first job after military service was at the University of California, Riverside, my alma mater, where I had worked part-time in the public information office.  Soon after I arrived, the Chancellor asked me to take over the alumni relations programme and the rest is history.

2) You have been a fundraiser since 1962. What challenges do you believe fundraisers face today that they might not have several decades ago? 
Fundraising has grown into a recognized profession with college degrees, academic research, international practice and certification.  To succeed as a fundraiser requires a commitment, not only to a job description and to mastery of the practical skills required, but also to the ethical standards of professional practice. 

3) What advice do you have for fundraisers who may feel overwhelmed and stressed by the pressure of their jobs in this economic downturn?
Fundraisers need to be directing their efforts toward retaining current donors and their support more than acquiring new donors.  They also need to focus their time and their budgets to achieve the best results, including cutting current activities that may be favourites of volunteers (e.g., benefit events).

4) You will be presenting a master class entitled, “Fundraising Performance Evaluation: How Results Analysis Can Produce Increased Profitability.” In your mind, do you feel not-for-profits are accurately and consistently evaluating their fundraising performance?
No, they are not.  Board members and administrators do not know how to evaluate fundraising performance other than “bottom-line” analysis and oversimplified cost-benefit evaluations. They also are afraid reporting their results could cost them donor’s confidence and gift support. 

5) What problems arise when not-for-profits do not properly evaluate their fundraising performance?
They must be accurate and truthful in what they report and how they report it.  Any loss of public confidence and trust would be critical to all not-for-profits. The public expects their money, given in good faith, will be well used to benefit those whom the mission serves. 

6) At the conference, you are presenting the session, “The Annual Fund Campaign: Stay Afloat for the Long-Term.” What is an effective annual fund strategy and what is the least effective?
Organisations can become captive to a fixed list of annual solicitation activities without attention to their efficiency or effectiveness or the will to embrace new methods (e.g., social media).  Also, benefit events consume too much staff time that could be more productive and profitable if used for other fundraising strategies. 

7) You also will be leading a plenary session, “Accountability is Not a Trend.” Why do you feel that there is an increasing need for transparency?
First of all, the public demands more open and full disclosure.  Not only do they want answers to “What did you do with my money?” they also want to see the results as being beneficial to their community.  Second, the public wants not-for-profits to openly share how they perform, both in delivery of their programmes and services and in their fiscal affairs. 

8) As a fundraiser, what do you feel has been your greatest success?
I have had the unique opportunity to start five fund development programmes from scratch, then to follow these programmes as they grew and prospered.

9) What is the most common issue you hear fundraisers say concerns them?
The leadership does not understand them or what they do.

10) Will this be your first trip to New Zealand?
Actually, this will be my second trip.  Following participation in the 2005 FIA Conference in Brisbane, Australia, my wife and I enjoyed a 10-day coach tour of both islands in New Zealand that concluded with two days in Auckland.