In evaluating the philanthropic health and potential of charities and nonprofit organizations, I rely on a strategic lens grounded in what I call the “3 Cs: Culture, Competency, and Capacity”. These three dimensions offer a comprehensive and practical framework for assessing an organization’s readiness to effectively fundraise, particularly through the lens of both staffing and volunteer leadership.
Each “C” provides critical insight into how an organization engages with the full solicitation cycle—from identification and qualification to cultivation and solicitation, and finally through stewardship, and renewal. By systematically examining these realities, we better understand where strengths exist and where targeted improvements may be necessary – improvements that ultimately yield raising more money to successfully deliver your mission.
Culture: The Organizational Attitude Toward Philanthropy
The first pillar, Culture, involves assessing the organization’s values, behaviors, and collective mindset regarding philanthropy. A healthy philanthropic culture permeates all levels of the organization—board members, executive leadership, staff, and volunteers alike. It is evident in how fundraising is prioritized, resourced, and integrated into the organization’s mission and daily operations.
When evaluating culture, I ask: Is fundraising seen as a shared responsibility or siloed within a development department? Do board members understand and embrace their roles in the fundraising process? Are donors treated as transactional sources of funding, or as partners in impact? We all likely know what the ideal responses for these are, but how the organization’s actions actually manifest usually has some departure from textbook ideals. Not all variations have equal impact.
A strong philanthropic culture ensures that the entire organization recognizes fundraising as mission-aligned work. It encourages long-term relationship-building over short-term gains and fosters a sense of shared ownership over fundraising outcomes. Conversely, a weak culture may signal resistance to change, lack of leadership buy-in, or a transactional approach that limits donor engagement and loyalty.
Competency: Knowledge and Expertise Across the Solicitation Cycle
The second lens, Competency, focuses on the technical knowledge and applied expertise of both staff and volunteer leaders in all phases of the solicitation cycle. This includes the ability to research and identify prospects, craft or convey compelling cases for support, along with an ability to adequately cultivate prospects to be inspired by and enthusiastic for your proposed impact. Understanding the breadth of knowledgeable engagement that exists to conduct successful solicitations and steward donors with intention and strategy also speaks to organizational competency.
Assessments for this area examine whether fundraising professionals and leadership volunteers possess the necessary skills and experience to execute their roles effectively. I consider: Are staff and board members trained in current best practices? Do they understand the nuances of donor engagement, gift structuring, and long-term stewardship? Is there clarity in roles and responsibilities across the solicitation cycle? Is there expertise for conducting practices that may be outside the norms of regular organizational fundraising practices?
I also pay close attention to the communication between staff and volunteers. Is everyone speaking the same language when it comes to fundraising strategy and goals? Is there alignment in how success is defined and measured?
By identifying strengths and gaps in competency, organizations can invest in targeted training, coaching, or recruitment to build a more skilled and effective fundraising team – something that is increasingly important in challenging philanthropic environments.
Capacity: Doing More With Less
The third C, Capacity, relates to the organization’s ability to execute its fundraising strategy within the limitations of its resources—financial, human, and technological. This is particularly critical in the nonprofit sector, where lean teams and tight budgets are the norm rather than the exception.
Here, it’s critical to understand how creatively and efficiently the organization mobilizes its available assets to meet ambitious fundraising goals. For example: Are staff roles clearly defined to avoid duplication or burnout? Are volunteers meaningfully engaged and leveraged as extensions of the development team? Is the organization making smart use of technology and systems to streamline operations and enhance donor engagement?
Capacity is not just about having more—it’s about using what is available with clarity, focus, and discipline. Organizations that demonstrate high capacity are those that have established efficient workflows, prioritize high-impact activities, and make strategic decisions about where to invest time and effort. They understand and accept that enhancing capacity may mean changing or stopping doing something altogether.
Moreover, assessing capacity means understanding how the organization copes with evolution and growth. My clients are frequently the recipient of comments like, “This campaign will transform you.” Would you or your organization be prepared for what is on the other side of that? As fundraising efforts scale, do internal systems and infrastructure keep pace? Are there succession plans in place to mitigate turnover in key roles? Key campaigns often require structures that transcend individual personnel. As professionals, we must all be prepared to face the reality that organizations tend to be bigger than any one person – even a founder.
Integrating the 3 Cs for Holistic Evaluation
While each of the 3 Cs offers a distinct perspective, their power lies in how they interact. An organization may have a deeply philanthropic culture but lack the competency to convert that energy into successful fundraising outcomes. Conversely, a team may have strong technical skills but struggle due to a fractured culture or limited internal capacity.
With an astute approach that begins with this framework, organizations can start to ascertain a holistic and balanced assessment of their philanthropic environments. The insights gained not only identify areas for immediate intervention but also help shape paths for long-term strategy and sustainable growth. Whether the mission you are committed to is for a grassroots nonprofit or a well-established institution, the 3 Cs ensure evaluations are grounded in real-world challenges and aligned with sector best practices.
In a resource-constrained environment, it’s easy for organizations to get lost in day-to-day execution. The 3 Cs serve as a diagnostic tool and a strategic compass—helping organizations ask the right questions, develop the right people, and build the right systems to achieve philanthropic success.
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Jeff Sodowsky is Vice President, Pacific, Board Director and Senior Consultant with Global Philanthropic Canada. He joined Global in 2018 and brings infectious enthusiasm, diverse perspectives and international expertise to assessments, plan development, implementation, and counsel. He works on grassroots efforts as well as multi-million dollar campaigns. He has both led operational expansion and guided organizations through cutbacks and crises. Committed to equity, inclusion and new opportunities, he seeks to empower others. A retired performing artist and classroom professional, he is an engaging facilitator.
