Category Archives: FUNdraising Good Times

Fundraising commentary, tips and information.

Prerequisites for Fundraising Success

Posted on April 8, 2011 | 2 comments

It’s money that makes the world round. While not everyone would want it put so bluntly, the truth is that for many organizations and institutions money is one of the most-needed resources. Ideas and programs abound, but it can be hard to find the money needed to bring these to life. The process of attracting money – and the leadership that will sustain giving over the years – is what fundraising is all about. Successful fundraising can be characterized by the following Prerequisites for Fundraising Success.

  1. Full commitment from executive director, board of directors and staff. Without this commitment it is next-to-impossible to raise the money your organization or institution needs.  People who are committed attend meetings, participate, share ideas and generate an enthusiasm for the project. They believe that the funds can be raised, and they demonstrate that belief by making a personal gift, soliciting gifts from others, and helping secure in-kind resources. While it may take time to cultivate and secure the full commitment of an organization’s key stakeholders, this step cannot be pushed aside. Fundraising is a responsibility that must be fulfilled by leadership across the organization. It cannot rest on any one person’s shoulders.
  2. Completion of a fundraising assessment and feasibility study. This study will provide necessary pre-campaign “market research” and is used to:
    1. Assess how your institution is perceived by the marketplace
    2. Identify prospective donors and volunteers
    3. Determine initial levels of financial and in-kind support available
    4. Secure buy-in from key stakeholders
    5. Create early awareness of intent to launch a campaign
    6. Assess level of internal fundraising capacity
  3. A time-phased fundraising plan. This plan should include a detailed schedule of activities; a coordinated strategic solicitation plan; and roles and responsibilities for all who will be involved. It should identify sources of projected revenue such as government/foundation grants, gifts from individuals, sponsorship by corporations, or funds from local civic and social organizations and the steps needed to secure these. Remember to include some fun in your FUNdraising plan – people should enjoy working with your organization.
  4. A compelling case for financial support. The case for support is at the heart of all fundraising. It needs to be clear, concise and compelling. It should make the case for why an individual, corporation or foundation should support your organization. Fundraising is a competitive endeavor, so you need to communicate how your project is unique. The “case” is the basis for verbal and written introductions, and solicitations. It should communicate:
    1. Why your organization is a good investment.
    2. What the money the money will be used for. How much is needed?
    3. What will happen as a result of a donor’s or funder’s gift?
    4. What is your organization’s track record? Your successes? Your goals for the future?
    5. What will donors receive in return that is meaningful to them?

  5. Top caliber leadership. Fundraising must be volunteer-driven with strong, experienced leadership. This is critical to your success as it is the people associated with your organization that will attract others to your work. When evaluating who should lead your fundraising effort, think about who your organization already has a relationship with. Consider long-term donors and current major donors. They are already giving to your organization – a sign of interest and commitment.Those who provide leadership need to be well-respected and known throughout the constituency you will be raising money from. Each needs to make a significant financial gift to your organization, and be willing to ask others to do the same. They need to attend meetings, be publicly identified with your organization and its fundraising efforts, and able to concisely and passionately make the case for why your organization deserves funding and what the money will be used for.
  6. Active Participation by the fund development committee. As you attract outside volunteers you need to also engage your current leadership. If your board of directors does not already have a fund development committee, one should be established with goals and financial objectives.
  7. A team of properly trained and informed volunteers. It is volunteers, not staff, who are the best fundraisers. People who are giving their time and money to your organization are the strongest advocates to encourage others to do the same. Recruit volunteers to fill defined roles and let them know their responsibilities and the time frame of their commitment. Before they begin soliciting, train them in how to encourage involvement and solicit gifts. All volunteers need to be able to talk with authority about the impact your organization makes and how funds raised will be used. Each volunteer solicitor needs to make their own gift before asking others to do so.
  8. A strong public relations/communication plan. Create a plan for how to let people know the impact your organization is making. Include every method you can think of such as op-ed pieces, a newsletter, speaking before faith-based and other organizations. Do everything you can so that when a donor is asked for money they already know what great work you do.
  9. Donor Recognition and Acknowledgement. You can’t say thank you enough. When a gift is made it needs to be acknowledged right away. Send a personal letter. Have a board member call the donor. You can never be too busy to thank and acknowledge donors. Include their names in your annual report, mention them when speaking in public, create a wall where the names of those who support your work are publicly displayed. Encourage all to have a FUNdraising good time.

To request your own Prerequisites for Success Fundraising Checklist send an email to Mel and Pearl  

© Copyright Mel and Pearl Shaw. Working together as Saad & Shaw we help non-profit organizations and institutions rethink revenue sources. We are the authors of How to Solicit a Gift: Turning Prospects into Donors. Visit us at www.saadandshaw.com or call (901) 522-8727

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Stepping Up In time of Change

Posted on April 4, 2011 | Leave a comment
Managing Change
When its time for a change at the top…

 What would you do if your executive director unexpectedly left? Who would fill her shoes? Whether an executive transition is planned or unexpected, it is the role of an interim executive director to provide leadership.

Knowing that change is a constant in life, and in leadership, we talked with Chiquita Tuttle to learn more about the role of interim executive directors. Tuttle is an experienced interim executive director, so she knows all about change. She has worked with diverse organizations providing leadership and management during times of transition.

Saad & Shaw: What are some scenarios in which an organization needs to hire an interim executive director?

Chiquita Tuttle: Interim executive directors are usually called into an organization when there is some form of transition taking place. It may be the sudden loss of an executive director, the firing of an executive director, or an anticipated transition.

Saad & Shaw: What are typical key responsibilities of an interim executive director?

Chiquita Tuttle: Overall leadership and management of the organization; working with the management team; maintaining and rebuilding external relationships with funders; maintaining service delivery and client focus; and representing the agency in public forums are all key responsibilities.

Saad & Shaw: What is the role of the Board in working with an interim executive director?

Chiquita Tuttle: The Board has an absolute obligation to work with the interim executive director to assure that their expectations and the scope of work specified in the contract they have made are being met. Open communication and transparency are critical to a successful transition.

Saad & Shaw: What should a Board expect when working with an interim executive director?

Chiquita Tuttle: The Board can expect the interim executive director to be less involved in the daily political aspects of the agency. The interim executive director will be reviewing the operations and management with an external lens and making decisions based on his or her experience. The Board should be supportive of those decisions given the appropriate rationale and background. In some cases the interim executive director will tend to be a bit more assertive if he or she is there to implement a new direction for the agency.

Saad & Shaw:  How is an interim executive director evaluated?

Chiquita Tuttle: An interim executive director should be evaluated on the completion of the scope of work initially discussed and contracted for. In addition, the interim executive director should be evaluated on the relationship and respect developed among the staff as well as external clients such as funders, clients, partnerships, and collaborators.

Saad & Shaw: What have you noticed is the difference between a planned transition in executive leadership vs. a crisis transition? How does this affect the work of an interim executive director?

Chiquita Tuttle: Whether the interim executive director takes the role in a transition process or a crisis situation, the goals are the same. Management and leadership of the agency are primary. Being transparent and communicating with staff is critical. Working with the Board to keep them apprised of goals, objectives and decisions is paramount. Building trust and credibility will ensure a smooth transition in any circumstance. Also, this will determine how long the interim serves. Typically, interim executive director assignments range from 3 months to 18 months.

Saad & Shaw: We have noticed that some interim executive director’s fall into the “caretaker” model and some are brought in as “change agents.” Would you share your experience and perspective on these two different roles for an interim executive director and how a person serving as an interim executive director knows which role she is expected to fulfill?

Chiquita Tuttle: The caretaker role usually occurs when the current executive director has left the organization and the Board is engaged in a search for a permanent director. In this instance, the interim executive director is simply there to “hold down the fort” until that search is completed. That means working with existing staff, making sure the day to day operations are being enacted and clients are being served. Leadership, respect and managing are key elements where the interim executive director must take the lead.

If the interim executive director is hired to be a change agent, he or she will usually be charged with changing specific operations, policies, attitudes, expectations and/or accountability within the organization. This involves the participation and buy-in of the existing management team. In some instances, changes in the composition of the management team may have to be made. This kind of change is called for when systems and policies have not been working. Change agents are required when staff is not meeting goals, expectations and deliverables.

Then the interim becomes the enforcer of a new mind set and has the challenge of engaging staff to understand the rationale behind the change and acceptance of it. The interim executive director will need the assistance of change agents within the organization in making and taking the new direction. This process is often difficult, to say the least, because change is difficult. It can put staff in an uncomfortable situation; people may feel threatened and resist change.

When instituting change, it is always best to communicate the “situation at hand,” provide the rationale for the change and then implement the change. When staff fully understands the ramifications or consequences of not changing, they are oftentimes more accepting of change and will get on board. There will always be some resistance, but sometimes changes must be made.

Saad & Shaw: What are the ideal characteristics of an interim executive director?

Chiquita Tuttle: An ideal interim executive director is a good listener, an innovator, excellent leader, open to ideas, flexible, transparent, accountable, human, has superb relationship and management skills, understands how to deal with conflict, and knows how to build strong teams. They must be a good communicator because they are the messenger of good and bad news.

Most importantly the interim executive director understands that it is the staff that makes the agency’s culture and provides the service; therefore an ideal interim executive director should always acknowledge and thank the staff for their expertise and work.

Saad & Shaw: When hiring an interim executive director should an organization hire an experienced executive director who is currently between positions or should they look for someone experienced in serving as an interim executive director? In other words, how is an experienced interim executive director different from an experienced executive director?

Chiquita Tuttle: An interim executive director has the luxury, if you will, of having to “hit the ground running” in a variety of organizational types. Therefore, their advantage is their flexibility skill set.

An executive director in between jobs also comes to the table with a wealth of long standing experience that becomes valuable to any agency.

Experience in leadership, management and accountability are really what matters. Whether they got it in previous executive director jobs or as an interim executive director matters less.

Saad & Shaw: Have you noticed differences in the requirements of the executive director across organizational types – for example museums, vs. higher education vs. community organizations?

Chiquita Tuttle: Clearly, having expertise in an industry is a strong case, but in the non-profit world, being a generalist is also important. One can learn over time about an industry. It is the management skill set and the knowledge of the fund development process that non-profits look for. All organizations want to be led by someone who understands sustainability, financial viability, good stewardship, strong staffing and, at the end of the day, isproviding for the clients according to their mission statement and vision. Leadership and managerial skill sets are transferable.

Saad & Shaw: Any last thoughts or guidance for our readers?

Chiquita Tuttle: Being an interim executive director is a special niche. It is challenging and difficult at times to gain trust within the agency. We should not be viewed as the “hatchet” person, but should be accepted as vital leadership whose responsibility is to sustain the organization.

It is our responsibility to review current practices, question them and make recommendations for more effective delivery of services. It is always our goal to leave the agency in a healthier and more stable state than when we first arrived.

Chiquita Tuttle is a member of the Saad & Shaw team. She serves as the West Coast Director of Fund Development Services.

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We Care, We Share – Cause Marketing Campaigns

Posted on January 26, 2011 | 4 comments

Individuals, families, foundations, public agencies, and businesses and corporations all play key roles in the work of non-profit organizations across our country. One way that businesses support non-profits is through what is called “cause-marketing campaigns” that highlight selected organizations through the promotion of the business’ products and services.

A successful cause marketing campaign benefits the business or corporation, selected non-profits, and the consumer. Creating a link between a business and a non-profit provides a business with a way to attract the attention of consumers who believe in the organization. It also positions the business as a “good corporate citizen,” and helps build brand loyalty even in challenging economic times.

That loyalty can increase if its customers see that the business has a commitment to worthy non-profits in their community. For its part, the non-profit gains the benefit of exposure generated by the promotional campaign as well as funding it derives from the campaign. Consumers who make purchases during these campaigns gain a product or service, and a feeling of goodwill, knowing that a portion of the proceeds will benefit the organization they believe in.

One such example is what Toyota Motors is doing. They are encouraging local dealerships across the country to support the work of non-profits in their communities by offering a dollar-for-dollar match of up to $10,000 to each participating dealership. In Memphis, Tennessee Chuck Hutton Toyota Scion is committing $100 for each car sold in December and January with the goal of raising $10,000 to secure the maximum match. The goal is to create a $20,000 “charity pot” that will be distributed among four local non-profits. The campaign is called We Care We Share.

So, for the rest of January, driving off in a new car from Chuck Hutton Toyota Scion will also help raise funds for local nonprofits in Memphis. Further engaging their public, the dealership is inviting people to vote for which four of six local organizations they would like to see split the pot at the end of the campaign. The six organizations are The Exchange Club Family Center, Big Brothers Big Sisters of Greater Memphis, New Ballet Ensemble & School, Urban Art Commission, Wolf River Conservancy, and Soulsville Foundation.

This gives consumers two ways to participate. Purchase a Toyota or Scion from the Chuck Hutton dealership and help increase the contents of the charity pot. Vote for which of the organizations should receive the contents of the charity pot.

Take a moment to see for yourself. Visit the Chuck Hutton website to learn more about the promotion, to vote, and to learn more about Memphis area local non-profits.

This is just one creative way that local businesses can support local non-profits doing good work in the community.

© Copyright Mel and Pearl Shaw.

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Team Building and Fundraising

Posted on December 4, 2010 | Leave a comment

Fundraising is all about teamwork!Teamwork is essential to fundraising. You can raise more as a member of a team than you can as an individual. With a team you have backup, support, increased connections and more people working toward a common goal. Some team members assist with marketing and communications, others invite businesses to sponsor your special event, and still others will craft your year-end appeal. The grant writer is busy writing, and learning who-knows-who on a grant selection committee in order to coordinate pre-decision conversations. Campaign co-chairs are mixing and mingling about town, advancing the “buzz” and encouraging the who’s-who to get involved and give. Everyone is sharing contact information and updates with your data management person. All gifts and pledges are recorded and donors promptly thanked.

Good will fills your team meetings….Or does it?

Why do some groups just click, while others are overcome by challenges?  To find out we talked with Dr. Lewis Rambo an internationally recognized leader and teacher in organizational development, team building, and executive coaching.

Saad & Shaw: What makes a successful team?

Dr. Rambo: I’d rather comment on what makes an effective team rather than a successful team.  Too often we think of team success simply in terms of winning and losing … as in sports.  An effective team is a group of talented, motivated people who are energetically and harmoniously focused, like a laser beam, on achieving mutually shared goals or objectives.

Saad & Shaw: What should people be aware of when working in a team?

Rambo: A team is not just a group of people working on something.  To be a truly effective team member you need to:

  • Know what is to be accomplished by the team.  All team members should have a clear understanding of the team’s goals and of what the organization expects of their team.
  • Help determine how the goal should be accomplished.  Input from everyone on the team is needed at this stage.  Your contribution and opinions are very important to the team’s final product.
  • Share mutual respect for your team members.   You have to be willing to trust the skill and expertise of other team members and to become interdependent, perhaps, giving up some of your independence.
  • Share in group decision-making.  Being a team member is a serious responsibility. Some people like to sit on the sidelines and remain silent, so they can say, if things fail, “I told you so!”  Good team members do not do that.  They are committed at the outset… and willing to expose their thoughts and feelings, for all to view.  It takes real courage to be a fully involved, collaborative, team player.
  • Share the glory with others.  You can’t claim credit for all the ideas that actually work, and then distance yourself from the team’s failures.  Being an effective team player takes effort. Most importantly it yields results!

Saad & Shaw: What about team accountability and the role of a team leader?

Dr. Rambo: Good questions! The team leader has to take full responsibility for guiding and motivating a group of people who probably have very different styles, patterns of behavior, ideas, abilities and, attitudes. Every team leader will face unique challenges, problems, and opportunities. While no perfect formula for effective leadership exists, most successful teams have leaders who:

  1. Communicate Clearly. Clear communication is the cornerstone of good teamwork:
  • Organize before you communicate.  If you are instructing a team member, run through the steps in your mind before you speak.
  • Monitor your tone.  A leader must often give corrective feedback. When speaking to a team member, be aware of the impact your words can have. Although you may feel you are simply pointing out the need for correcting a mistake, you may be crushing morale and encouraging resentment.  Suggestion:  Plan out exactly what you want to say.  Offhand comments can be easily misunderstood. Before giving a team member any negative feedback, ask yourself: “How would I feel if someone said that to me?”
  • Send clear messages.  Don’t let distracting behavior or body language dilute or confuse your message, especially important when listening to team members.  If you are reading a document, looking around the room, or fiddling with a pen when others are talking, they will know you are not paying attention.

2.    Establish and Enforce Standards

  • Communicate standards and expectations so they are concrete and measurable.  Objectives and goals should not be fuzzy or unclear.
  • Create a scoreboard.  Let team members know how they are measuring up against expectations goals and/or targets. Post team achievements and successes where everyone can see.

3.    Help Them See The Big Picture

  • Communicate the vision, mission and objectives to team members regularly.  Teams sometimes get so focused on day-to-day activities they forget the bigger picture.  It is the leader’s responsibility to help members remember their work is directly tied to the organization’s mission. 
  • Show the team its contribution.  For example: circulate reports showing funds raised to date, number of solicitations, number of new donors and other data.

4.    Develop Your Team Members. Your team members have their own hopes, ideas, and ambitions.  Try to connect their aspirations to the team’s goals and build powerful alliances. Help team members find mentors.  Have new members “buddy up” with established members until they learn the ropes.  Having a fellow team member who “really understands what is going on” as an advisor can be a powerful tool in a new member’s development and participation.

As the team’s leader, be accountable yourself: set an example, and work hard to communicate with your team members. That’s how  you will begin to master the art of team leadership.

Learn more about Dr. Rambo at www.lmrambo.com.

© Mel and Pearl Shaw 2010

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Busy People Can Help You

Posted on November 15, 2010 | Leave a comment

“If you want to get something done, ask a busy person.” That’s right, ask a busy person. “Aren’t they too busy?” you might ask. Actually, we have learned that successful busy people manage their time well. They have to. If you ask a busy person for help they will ask what you need accomplished, and by when. If they can, they will commit and deliver. If they can’t, they won’t.

Here are some suggestions for engaging busy people to help your organization:

  1. Clearly define what you want the person to accomplish.
  2. Clearly define project time frame and deadlines.
  3. Consider what the person will need from you in order to accomplish the task. Be prepared to provide that assistance or information.
  4. Communicate the impact that their help will have on your organization or the community.
  5. Communicate a sense of calm urgency.
  6. Thank the person for her involvement.

Call your prospective volunteer and provide her with an overview of what you are seeking to accomplish and how she can help. Keep the conversation short. Send her the details via email. All of the points above should not be longer than 1-2 pages.

For example, if you were asking a museum curator to invite local artists to serve as judges for your youth art program here is a simple version of what you could write up.

Project: Local Artists Serve as Judges for 2011 Youth Exhibition

Goal: Engage four local artists to serve as judges for the Sprint Youth Art Exhibition. Artists should have local name recognition and represent different disciplines.

About the Youth: Most of the children we serve are Hispanic or African American ages 3 –11 from the surrounding neighborhood. They participate in our Youth Studio program on Saturday afternoons and visit a local museum each quarter. Art programs were eliminated from their elementary school two years ago. Our work engages young people with their creativity and provides them with access to basic arts education.

Key Dates: January 15 – artists confirmed; February 1 – artist information submitted (see below); April 1 –opening reception for artists and judges; April 17 – Exhibit and Judging; May 1 – Send out thank you letters with framed collage of winning works of art.

Information required: Photo of artist, 150 word bio, photo of artist’s work

Anticipated time required: 15 hours over a four month period

Be sure to check in at agreed upon times. Let your volunteer know you are there to support her. “Let’s touch base in a few days. If you find there is anything you need, let me know and I will get it for you.”

Finally, be sure to personally thank your volunteer and anyone she engages (in this case, the artists). At the end of the project you want volunteers to feel good about the experience, that they contributed something of value, so that they will want to continue involvement with your organization.

© Mel and Pearl Shaw 2010.

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Let’s Have Faith

Posted on October 14, 2010 | 1 comment

Faith-based organizations across the country are making a difference in communities large and small. One such congregation is St. Andrew African Methodist Episcopal Church in Memphis, Tennessee. Led by husband and wife team Rev. Kenneth Robinson, M.D. and Rev. Marilyn Robinson the church is committed to ministering to Memphis – Spirit, Soul and Body. Together the Reverends Robinson and the St. Andrew AME church have grown their ministries into what is known as The Enterprise. They believe churches have unique attributes that can drive positive social transformation — and they have set out to demonstrate that.

The Enterprise includes the church’s ministries, and The Works, an independent Community Development Corporation (CDC) associated with the church. The Enterprise is comprised of:

  1. The St. Andrew AME congregation founded in 1866
  2. The church’s many social ministries and Community Life Center
  3. An independent, but church-affiliated Community Development Corporation (CDC) called The WORKS
  4. The Ernestine Rivers Child Care Center
  5. The Circles of Success Learning Academy (COSLA) – a nationally recognized charter school
  6. The South Memphis Renaissance Collaborative – a community collaborative dedicated to long-term redevelopment.

These programs are examples of how the St. Andrew AME church and The Enterprise bring their overlapping and inter-connected missions to life. Take a look:

The mission of the church is to minister to the spiritual, intellectual, physical, emotional and environmental needs of all people. The congregation embraces holistic approaches to health and well-being, spiritual enrichment, personal empowerment and community service, using the theme “Ministering to Memphis – Spirit, Soul and Body.”

The mission of The Enterprise is to serve as the vehicle for St. Andrew AME Church to accomplish its mission of works in the world through a continuum of programs, services and affiliated organizations, as well as through focused collaborations and broad partnerships.

The work of The Enterprise is guided by the need for innovative new approaches to foster social transformation and the unique attributes churches bring to drive such innovations.

The Reverends Robinson, St. Andrew AME congregation, and The Enterprise believe that the church can be a powerful catalyst, driver and fiscal agent for community transformation both in their South Memphis neighborhood and throughout the city of Memphis. They believe the model they are building can be replicated by other churches in Memphis and across the country. They believe – and are demonstrating – that a church (or other faith community) can uniquely resource social transformation. The human, spiritual, and financial resources that a church brings to the process of social transformation are unique.

At St. Andrew church tithes and gifts from church members have provided The Enterprise with funds for “seed funding” for new projects; “bridge funding” for projects that are growing and have not yet secured funds from other sources; and “gap funding” that helps programs weather the ups and downs that are part of non-profit finances. This is a unique form of funding that is not available to non-church-related organizations.

As a powerful collaboration The Enterprise provides a diverse array of needed services to church members and the larger Memphis community.

Below are the eight principles that guide the work of The Enterprise. The first two relate to social transformation. The remaining six principles focus on the unique attributes a church brings to drive such transformation.

The need for innovative new approaches to foster social transformation…

1.    Individuals and families need proactive, easy access to an integrated set of resources that meet the full range of their needs and development potential.

2.    The full range of resources and services must be imbedded within local neighborhoods for comprehensive community transformation that rebuilds physical infrastructure, helps change defeating attitudes and beliefs, and connects people to education, cultural and employment opportunities in the region.

…and the unique attributes churches bring to drive such innovations.

3.    A church of any size and any stage of development can leverage its members’ time, talent and treasure to serve as catalysts for community transformation.

4.    A church can be an appropriate organizational structure for bringing public and private funding and forging collaborative partnerships for non-religious social programs and community transformation.

5.    Community transformation and social ministry are essential to a living faith experience, and create a mutually-beneficial relationship between the faith congregation and the larger community.

6.    Faith-based values can permeate, enhance, and lend credibility to secular endeavors and programs.

7.    All social issues and aspects of human life can be addressed with the non-judgmental and unconditional “language of Christ.”

8.    All resources, programs and services put forth in the name of the Church must demonstrate the highest quality standards, and communicate a high level of worth/value.

Giving of time, talent and treasure by church members provides The Enterprise with seed money and gap funding as well as:

  1. $90,000 a year for the Community Life Center’s outreach programs.
  2. Thousands of hours of service provided by church members each year.
  3. Lower-than-market rent for the charter school. The school has a 25-year lease with the church that yields an annual savings of $50,000 over market-based rent.
  4. $30,000 a year to subsidize operating costs of the Ernestine Rivers Child Care Center.

Tithes and gifts from church members have allowed The Enterprise to grow its programming and services so that it now stewards nearly $5 million annually from diverse funding sources – church giving, earned income (tuition, fees) private grants, donations, and public funding.

The Reverends Robinson, the St. Andrew AME Congregation, associated independent organizations, community stakeholders, government and private funders are all working together to demonstrate and document that churches have unique attributes that can drive social transformation.

To learn more about churches and their role in social transformation contact Rev. Kenneth Robinson by email at RevKSRMD [at] gmail [dot] com or by phone at (901) 948-3441.

This article is based on conversations with Rev. Kenneth Robinson, M.D., and the St. Andrew Enterprise Business Plan: 2009 prepared by Consilience Group, LLC www.consiliencegroup.com.

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Fundraising Fundamentals

Posted on September 27, 2010 | 1 comment

When it comes to raising money for a non-profit organization or institution the emphasis is often “this is how much money we need; who can we get it from?” That may be all well and good, but in most cases our response is “let’s take a moment to see if your fundamentals are in place.” By this we mean taking the time to make sure the important work of education, awareness, and involvement has preceded the launch of your fundraising. These are important because an educated, aware and involved donor is more likely to make – and continue to make – a gift to your organization.

Here’s what we mean.

 Education. This refers to internal and external education. Does everyone within your organization or institution know what you are raising money for and why? Do they understand your strategic plan, what it will take to implement the plan, what it will cost, and what the impact will be? Externally this refers to educating your donors and community about the needs your institution addresses, how your programs or advocacy make an impact, and what will be different as a result of your work.

 Awareness. The process of increasing awareness for your organization or institution builds on – and often coincides with – the work of educating your internal and external constituencies.  Awareness activities draw attention to your organization or institution, and let people know about specific programs, achievements or advocacy campaigns. They can include inviting people to visit your offices, or to tour your campus. If you are committed to making sure young men make choices that keep them out of prison, then awareness may take the form of inviting people to visit your local juvenile detention facility so they can see what happens to young men if they enter the juvenile justice system.

Involvement. Studies have shown that people who are involved with an organization tend to be more consistent donors. That goes for young donors, older donors, large donors, and those giving smaller gifts. A donor’s attachment to your organization is based on experience. The more meaningful that experience is, the better. The days of asking volunteers to mail out newsletters are over. Today involvement can mean “would you help us create content for our monthly e-newsletter” or “would you be willing to be a mentor, giving an afternoon a week to a young brother?”

Fundraising. This is the fourth step in the process we call “fundraising.” Asking for money without having first engaged in education, awareness and involvement makes the ask more challenging. People don’t know you. They don’t know what you do. They don’t know why they should support your organization when they are already supporting another. Many times they don’t “feel” you. When you put in place mechanisms for the above three activities the process of asking for money should be easier.

© Mel and Pearl Shaw 2010.

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Come Support San Francisco’s Seniors

Posted on September 18, 2010 | Leave a comment

Dr. George Davis

Here’s something you can do to make a difference in the lives of seniors living in Bayview Hunters Point, San Francisco. Come out to support the development of much-needed housing and services for African American elders. Mark your calendar for Tuesday September 21st at 4:00pm and plan to attend the Redevelopment Commission Meeting at San Francisco’s City Hall, Room 416.

Here’s why this is so important. Services for elderly African Americans in the Bayview have been sorely lacking for decades. Years ago, a wonderful man named Dr. George Davis began championing the idea of an “Aging Campus” for the under-served neighborhood’s senior citizens. We asked Dr. Davis and his wife Cathy what they meant by an “aging campus.”  They explained that seniors in the community have to move out of the area — and often the City –when they need senior housing, assisted living, or specialized Alzheimer’s care. They saw this as fundamentally unjust. Seniors in other parts of the City don’t have the same challenge. Dr. Davis wanted the same services for African American seniors in the Bayview; thus the vision for the Aging Campus was born. The Davis’ asked us to develop a fundraising plan to accomplish this vision.

The idea of the Aging Campus has been endorsed by the local San Francisco Redevelopment Agency’s Project Area Committee (PAC) and is recommended as a key component of the area’s redevelopment plan. The next step in making this dream a reality is for the Redevelopment Agency to purchase the land. That’s where you come in. Your presence at San Francisco’s City Hall on Tuesday September 21st will demonstrate your support for seniors living in the Bayview.

First and foremost the vision for a Bayview Aging Campus is built on the vision of the community and the needs of local African American elders. The Aging Campus could include:

  • Senior housing
  • A state-of-the art Adult Day Health Center and Senior Center
  • Healthcare facilities such as medical and dental offices, a pharmacy and podiatrist
  • Case management services
  • Financial services
  • Retail shops, a restaurant and a grocery store
  • A community center with space for community events
  • Recreational facilities
  • Services and training for care givers and family members

The Aging Campus would provide seniors with access and proximity to different types of housing depending on their needs.  Families, ministers and friends would be able to visit frail loved ones at assisted living or nursing home housing without leaving the community.  Aging residents would be able to find housing connected to senior services and recreational facilities.

Early partners in the planning stage of the Aging Campus include: the Community Design Center, Levin-Menzies, Delancy Street, Bridge Housing, Business Development Inc., Wells Fargo Bank, and many others.

The Aging Campus was Dr. Davis’ driving mission. Sadly, he lost his battle with cancer earlier this year. Today we have to go forward without him — but not without his legacy. Come out on Tuesday September 21st. Serve as a witness to Dr. D’s vision.  For more information call 415-822-1444.

© Mel and Pearl Shaw 2010.

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Faith in Action

Posted on September 1, 2010 | 1 comment

If you are reading this after church, this blog is especially for you — because today’s issue is faith in action, the role of the church in the larger community. In years gone by the pastor’s preaching and personality, and the exuberance of the choir were enough to attract people to church and keep them coming back. Today things are a little different. The number of people filling church pews is smaller and so are funds collected in tithes and offerings. While there are many thoughts about why this is happening, there are also many people searching for a church home where their experience will extend beyond the building. They are seeking a church that is active in the community living out Christ’s message of love, compassion, forgiveness, healing, and social justice. They are seeking others like themselves who believe “as you do unto the least of my brothers, so you do unto me.”

Does your church offer members a meaningful way to live out their faith? Is yours a congregation that offers inspiring Sunday services as well as an opportunity to be of service throughout the week? Are young and talented people who want to make a difference attracted to your church? And if you are parishioner, are you satisfied with your church experience, or are you looking for a way to live out your faith?

In many churches it is the pastor who takes the lead in creating programs that meet community needs. Other times it starts with the church membership. If you are committed to your church home and seeking a greater sense of community involvement through your church, here are a few suggestions:

  1. Take initiative. You don’t have to wait for someone else to raise the issue of community involvement. Talk with your friends and family members about how your church can make a difference. Research community needs and existing programs. Canvass your membership about how they are willing to get involved. Bring your suggestions to your pastor and church leadership.
  1. Take advantage of existing programs. While your first thought may be to create a program within your own church, you may find that you can save a lot of time, energy and money by partnering with an existing secular program or a comparable program run by another church or by another faith community. For example, you can suggest that church members agree to serve as mentors for a local mentoring program instead of setting up your own mentoring program. If the church down the street has a meal program, suggest that your congregation support their work by volunteering and making a financial commitment. You don’t need to reinvent the wheel.
  1. Be consistent. Once you determine how you want to live out Christ’s message in your community, start small and stick with it. Don’t give up after the glow of something new begins to fade.

We have witnessed churches that are vibrant, growing, and attracting young families. They offer strong worship services as well as a way for members to make an impact in their community. We have witnessed church members who give of their limited time and money because they believe in the work of the church in their community. They believe their congregation can make a difference and they get involved.  If you are seeking more from your church experience you are not alone. Talk with others and take initiative to express your faith in action.

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Would You Give Away 50 Percent?

Posted on August 10, 2010 | Leave a comment

Bill Gates & Warren Buffett

By now you may have heard about The Giving Pledge. It is a movement started by Bill Gates and Warren Buffett to encourage other billionaires to pledge to give away at least 50% of their wealth. They want to encourage the richest people in the world to commit to charitable giving either while they are living or upon their passing. And they want each person or family who takes the pledge to make their pledge public and ask their peers to do the same. The goal: increased funding for philanthropy across the globe.

People taking the pledge are not asked to give to any specific charity or cause – they are simply asked to give. It is not a legally binding pledge but rather a morally binding one.

The idea grew out of a series of dinners hosted by Bill and Melinda Gates and Warren Buffet over the course of a year. Many of their peers have already made very substantial gifts and pledges. Now they are asked to publicly affiliate with others who are doing the same. The idea is for billionaires to inspire conversations with their peers about their giving, their intentions, and what they are learning through the process.

The impact will be felt for generations to come. When the Giving Pledge was announced earlier this month there were 40 billionaires who had signed on. These include 14 from California, 12 from New York, two from Texas and Georgia, one from Missouri and Michigan. Here are what a few have to say.

Michele Chan: Our passion, our mission is to transform health and health care, in America and beyond.

Tom Steyer and Kat Taylor: “We want to leave our kids a different kind of inheritance…we pledge the bulk of our assets to philanthropic activities carried out over the course of our lifetimes.”

Jim and Virginia Stowers: “More than 99% of our wealth will go to philanthropy during our lifetime or at death. We have already started our giving.”

Finally, here is what Vicki and Roger Sant have to say. “Our support of various not for profit organizations has given us enormous satisfaction particularly where we have been personally involved with the boards or committees of those institutions.”

We call special attention to their quote because it highlights the value people receive when they give their time and money. If you work or volunteer with an organization or institution do not be embarrassed to ask others to join you in giving their time, money and resources. Giving is an important part of life whether or not you are a billionaire. Think about this: you can make your own giving pledge. It doesn’t have to be 50% of anything. What it should be is a moral commitment you make to yourself. Do it. And ask others to join you. Together we are creating the world we want to live in.

To learn more about the Giving Pledge visit www.givingpledge.org.

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