Want a Fundraising Board?

Want a Fundraising Board?

We often hear nonprofit executives and directors of development complain that their board members don’t fundraise.
In their defense, think about all the years that go into making a good fundraiser—the reading, mentoring, seminars and schooling, research, asking questions, making mistakes and finally “getting it.”
The truth is, your board members are good at what they’re good at. They are bankers, accountants, salespeople (and no, sales people aren’t always natural fundraisers), academics, community volunteers, and business managers.
Understand, people aren’t born fundaisers. Most people—board members included—don’t like to fail. No one sets out to be bad.
Let’s assume your board members want to be good fundraisers.
Here are some tips we’ve come up with to help your board members become better fundraisers.
Tip #1: Thoughtfully answer the question, “Why am I here?” and share that answer with others. Your effectiveness as a fundraiser increases dramatically.
Tip #2: Generate the best returns on your nonprofit’s investment. Fundraising not only secures money, it creates visibility and expands the donor base.
Tip #3: Move beyond financial statements. Don’t just look at the bottom line; affect the bottom line.
Tip #4: Break the cycle of fundraising insanity. Consider what you can do to affect positive and proactive change through your organization’s fundraising operation.
Tip #5: Learn what your community really thinks about your organization. Don’t assume you know. What you don’t know can hurt you.
Tip #6: Be a problem-solving board member. Anyone can point out the negatives. Take a bold stand and make something happen. After all, that’s what board leadership is about.
Tip #7: Help “grow the bread.” Earn your seat at the board table by actively participating in fundraising – both in giving gifts and in asking for gifts from others.
Tip #8: Don’t let the size of an organization’s annual budget and/or the level of previous financial support prevent you from raising significant new dollars to advance your mission.
Tip #9: Understand that if your clients have needs, “now” is the best time to initiate a fundraising campaign.
Tip #10: Think of true philanthropy as a selfless act that makes a positive difference in the lives of others. While important, quid pro quo fundraising will not have a significant financial impact on the organization.
Tip #11: Tap into the lion’s share of philanthropy. Be sure to identify and cultivate gifts from individuals.
Tip #12: Make sure your organization’s fundraising operation is adequately diversified between individuals, foundations and corporations.
Tip #13: Think exponentially. Identify donors who have the ability to give substantial gifts and show them how they can make change the lives of the people you serve.
Tip #14: Create strategies for each of the four steps: identify prospects, cultivate relationships, solicit gifts and appreciate donors – then do it again.
Tip #15: Use a variety of means and methods for connecting with donors and prospects. Use high-tech, low-tech and no tech. Communication is essential to cultivation.
Tip #16: Insist on face-to-face solicitations. They demonstrate that you do not want donors to be kept at arm’s length. Draw them in and make them integral partners in the life of your organization.
Tip #17: Appreciate your donors. Delineate and adhere to your organization’s procedures for showing appreciation. Be creative and tailor your demonstrations of appreciation to personally fit each donor.
Tip #18: Use a systematic approach for tracking progress and challenges. Fundraising reports to bring structure and focus to your organization’s efforts.
Tip #19: Cultivate your donors with a thoughtful, targeted and personalized approach. Marketing strategies are reserved for mass communications that promote an image, programs and services.
Tip #20: Understand the difference between drives (annual funds) and campaigns. Both are important, but they are not synonymous.
Tip #21: Listen more than you talk. Learn why your prospects are at your door. Use that information to develop a personal, meaningful ask.
Tip #21: Update your database continually. Donors can be made or lost in the details. Don’t let little mistakes come between your organization and its donors.
Tip #22: Stop, look and listen for opportunitites. Only you can see what you see and know what you know. There people in your community waiting to be asked. Who are they?
Tip #23: Lead by example. Make your own stretch gift and challenge other board members to do the same. Only then should you leave the boardroom to solicit gifts from others.
Tip #24: Practice your solicitation word for word, over and over, so you don’t veer from the script. Set yourself up for success.
Tip #25: Ask for the gift with confidence, but don’t talk past the ask. Engage, ask, end and then let the donor respond.
Tip #26: Follow up. Don’t leave a great solicitation hanging.
Tip #27: Never forget it: fundraising is not about a building; it is about what happens in the building. It is not about an endowment; it is about long-term stability and security for your clients.
Tip #28: Use the “buddy system.” You are not alone. Use the resources of your organization and the staff and the support of your fellow board members when you connect with a donor.
Tip #29: Don’t take a “no” personally. Keep listening for the circumstances behind the answer so you can respond accordingly. A “no” today may only mean “not now” if you respond with sincerity.
Tip #30: Take it to heart. It is about Fundraising is not sales; it is service. It’s not marketing, it’s a mission. Fundraising is not a chance to be somebody special; it is a chance to do something special for someone else. And it is not about self-promotion; it is about improving the lives of others.
By Guest Blogger Karin Cox, Senior Executive Vice President and Chief Creative Officer of Hartsook Companies, Inc.

Do We Really Need to Hire a Consultant?

It is a question that organizations often need to ask themselves. But how do you go about determining the need for a consultant for various aspects of your organization? The task can be quite daunting, and the cost can be prohibitive for many. Here are some things to consider before you decide to hire a consultant.

First, what are you trying to accomplish? Is the task at hand so difficult that no committee or board member could effectively lead the organization to a consensus? Presumably, your organization has competent people who have knowledge, wisdom, and experience, otherwise they would not be in a leadership role within your organization. It is quite possible for highly functioning boards to handle many of the tasks that consultants can assist with. However, if the task at hand is too important to attempt without help, you may want to consider a consultant.

Has anyone on the board or committee ever been through this proceeds before? In many cases, there are board members or committee members who have been through this before and could provide insight and leadership to complete the task at hand. Even if no one from your organization has been in the situation you find yourself in, high functioning organizations can work their way through the process just by being resourceful. Sometimes, organizational leadership decides that even though they have experience with the task at hand, a professional impartial opinion may be best. In this case, a consultant should be considered.

There are many other questions that you should ask before considering the assistance of a consultant. If you have determined that you are going to hire a consultant, there are some things you should consider before hiring. To start, know what you want out of the consultant. Do your homework and keep focused when considering your options. Additionally, make sure your board or committee is in agreement. Don't let one or a few people demand a consultant if the majority don't approve. If you are looking for an outside source to lend credibility to a decision that has already been made, don't bother. Nearly all experienced consultants will consider this practice as unethical. If they don't, they are probably the wrong consultant.

Talk to more than one consultant and submit a request for a quote or proposal(RFP). Then, make sure you receive a proposal and quote from interested consultants. Look at relevant expertise, experience, and skill set. Good consultants should propose a contract covering services, dates and deadlines, costs, reimbursable  expenses, scope of work (SOW), payment, etc. Evaluate all candidates for the consultancy, and make your decision. DO NOT HIRE ON COST ALONE!!! Many non-profit organizations are limited by funds, but never use cost as the only basis for consideration. Research the field of options, and select the best candidate that will fit in your budget. Make sure the consultant is an independent contractor and not an employee.

Once hired, don't have the consultant recommend actions only, your consultant should be assisting in implementation of actions. Help your consultant to know your organization better. Consultants will need to know the nature and purpose of your organization. Having a list of priorities will greatly aid the process.

So, do you really need a consultant? Maybe. If you have no expertise with the task at hand, it is a short term consideration, you want a non-biased opinion, or there is work that no one else wants to do, then you may want to consider a consultant.

Types of Strategic Planning

So you want to move your organization forward, and you think that strategic planning will make everything better. Well, if you do it right, it could. Notice I did not say it will.

Strategic planning is something that typically takes a significant amount of experience to become proficient. In many organizations, the directors may have some experience in the business world of strategic planning, but the non-profit world can be very different.

There are many differences in the approach to strategic planning. The most common ways to plan are issues, goals, holistic, and scenario planning. The issues approach is often used when there are critical issues that need addressed and the setting of goals will have to wait until later. Frequently, lack of resources and time constraints dictate a issues approach to planning.

Goal based planning is probably the most common form of strategic planning. In one way or another, everyone has done some type of goals based planning, whether it is building a business, planning for college, saving for retirement, etc. The goals based approach is focused on a desired outcome at some point in the future, ie. 1-5years. The entire planning process is designed to ensure achievement of the set goal. Sometimes the goals come from the mission, vision, or values. Unlike issues based planning, the organization should have no real critical issues to face in the foreseen future, and the operational environment should be stable.

Holistic planning is often thought as not planning at all. Many people find it counter-intuitive to let organizations "self organize." This approach is one of emerging systems. Traditionalists will say that planning is linear, that is, a particular sequence must be followed if we are to achieve success. The more natural or "holistic" approach which is growing in its use, is to focus on the values and the vision while not worrying about the process. This process is more open to discussions with no defined time line for achieving success. The holistic approach is particularly beneficial when working with large, highly diverse groups which are focused on the what as opposed to the how.

 Scenario planning is a technique from which the Shell Oil company is credited for developing. Scenario planning is considered a negative plan since the plan is derived from a worst case scenario mind set. Scenario planning is not concerned with finding out what the best and worst case scenarios for an organization are, rather they are designed to provide swift guidance for an organization in the event that such a scenario or something similar comes to pass. This type of planning is often used when organizations struggle to create a tangible vision, or when the operational environment has become relatively unstable.

Before you start your plan, you need to find out why you are considering a strategic plan. Is it routine, or is it out of necessity. Will it be met with open ears, or will there be resistance. Why? Do you want a written plan? Anyone can come up with a plan. Successful organizations know how to select the right type of plan to best fit there needs.

For a reference on strategic planning check out this book by John Bryson. It can be a bit dry, but the information is very good especially if you couple it with the workbook.

You can also see a good description of the strategic planning process Here