Tag Archives: blacks in philanthropy and fundraising

Church Giving Supports HBCUs

Posted on March 8, 2012 | Leave a comment

The United Methodist Church and HBCUs – behind the scenes at the Black College Fund…

The power of your church giving may be stronger than you know. For example, did you know that when you give to the United Methodist Church you are supporting eleven historically black colleges or universities in addition to supporting your congregation? That’s right. You are part of a long tradition that is now managed by the church’s Black College Fund under the leadership of Dr. Cynthia Bond Hopson.

As you may be aware, black colleges and universities have been transforming the lives of individuals, communities and our country since before the Civil War. Eleven of these 105 institutions are private-church related colleges founded by the United Methodist Church. In order to learn more about the relationship between these colleges and the church, we talked with Dr. Cynthia Bond Hopson and share our conversation with you.

Saad & Shaw:   Why did the church establish these colleges and why has it continued to support them?

Dr. Cynthia Bond Hopson:   The Methodist Church has always had a passion, tradition and belief in the power of knowledge and as the Civil War ended, it was painfully clear that the education that had long been denied to slaves would severely hamper their self sufficiency if not addressed. The people called Methodists (through the Freedmen’s Aid Society, founded during the 1860s) saw an urgent need and addressed it. This ministry to the educationally underserved remains and we see it as essential to empowerment and self determination. According to a history of the Black College Fund written by Dillard University President Emeritus Dr. Samuel DuBois Cook, “Without question, the UMC has no peer or competitor, either quantitatively or qualitatively, in terms of church support for its HBCU. No other mainline communion approaches the United Methodist level of generous and sustained financial support.” We believe in higher education and generously invest in it.

Saad & Shaw:   How does the church support these colleges? (Do you provide funding, conferences, technical assistance…)

Dr. Hopson:   All the above, but mainly the financial piece; our (mostly unrestricted) funding goes directly to the institutions to help keep their tuition and fees low, to enhance the infrastructure, to create new programming—whatever it takes to stay competitive. There is a capital projects designation and we also offer/share the United Methodist Connection of people, information and resources.

Saad & Shaw:   Why do you feel HBCUs are important today?

Dr. Hopson:  They are uniquely suited historically and otherwise to nurture, challenge and mentor their graduates to be instruments of change whether they’re running a school board, multi-national corporation or a university. These institutions attract the best and brightest in addition to those who have the potential to be great and they inspire them to “find a way or make one” as the Clark Atlanta University motto says. The small class sizes and low teacher/student ratios allow the faculty, staff and administration an opportunity to provide personalized attention and a family-like environment. Students can’t help but flourish and soar.

Saad & Shaw:   What role do these colleges play in the life of the church?

Dr. Hopson:    We get some of our most effective, committed, talented and innovative leaders from these institutions. Supporting leadership for life is not just a motto for us— we invest in it. The choirs tour and perform in local churches and our Project Athletic Ambassador program links congregations with the BCF basketball teams when they’re on the road for games. Also, in the Southeast, our institutions host the Youth Harambee, an annual gathering of youth groups from around the jurisdiction. Many of the schools were founded in local churches and that historic bond is a tremendous source of pride.

Saad & Shaw:   How do these church-related institutions work together? Do they engage in joint programming or joint fundraising?

Dr. Hopson:   The Council of Presidents (active presidents and retirees who have served more than ten years) help plan programming and promotion. Further, my office hosts a biennial continuing education event for public relations and advancement directors.

Saad & Shaw:   Is giving to these colleges a “black thing” or do all church members give?

Dr. Hopson:  Every United Methodist Church in the United States is assessed an amount to pay and many local churches and annual conferences (a group of geographically grouped churches) take enormous pride in paying their 100 percent share. We love those! We also receive memorial and estate gifts from supporters occasionally.

Saad & Shaw:   Has giving by churches to the Black College Fund increased or decreased during this economic downturn? (Whether increase or decrease, how has giving affected the fund and its work?)

Dr. Hopson:   I am delighted that our funding has held steady, and if anything, it has increased percentage wise. This year we received about 87 percent of $11 million, but our students’ needs continue to outpace the funding so we are constantly striving to reach potential new students and donors.”

Saad & Shaw:   Does the support of these church-related colleges and universities perpetuate segregated institutions?

Dr. Hopson:   Absolutely not! These schools are and have always been open to anybody with a hope and a dream, regardless of race, class, gender, ethnicity or national origin. They are our most diverse campuses with students and faculty from around the world.

Saad & Shaw:   What else would you like to share with our readers about the Black College Fund in specific or HBCUs in general?

Dr. Hopson:  Our 11 institutions come in all shapes and sizes and there’s bound to be one that fits your needs or interests. If you haven’t visited one of them, stop by and be impressed by the critical research, innovative programming and some of the best and brightest students anywhere on the planet! And, if you want to invest in excellence, the Black College Fund is a great choice. Our administrative costs are less than four percent and your contributions are tax deductible. We support leadership for life.

Saad & Shaw:   Any last words on the power of collective giving such as giving through one’s church?

Dr. Hopson:  Our schools are a great investment and together we can do so much more than any one of us individually could do. I continue to be amazed at what happens when everyone gives their best gifts—together we are a force to be reckoned with!

Saad & Shaw:   Thank you for your time!

To learn more about the UMC Black College Fund visit www.gbhem.org/bcf or call (615) 340-7378.

Leave a comment

Posted in Classics, People

Tagged , , ,

It’s a Family Affair – Reunions and Giving

Posted on August 10, 2011 | 1 comment

Creating a History of Giving

Summer time is a time for family reunions. If you’ve been to one you know they are priceless; but they can also be expensive. Reunions bring families together across the generations to celebrate history, to take pride in accomplishments, and to pass down family history and traditions. It takes a lot of work to plan a reunion and a lot of attention to detail.

We recently learned of the family reunion planner published by the Louisville Convention & Visitors Bureau. What we found most interesting was the reasoning behind the publication – economic impact. Louisville annually hosts more than 40 family reunions, with an average of 100 people at each reunion and a total annual economic impact of $1.5 million.

That got us thinking – what could the philanthropic impact be if families committed to giving time and money as part of the family reunion experience?

With all the expenses related to a reunion we sometimes forget the power of our giving. Airline tickets, gas, hotels, food, decorations, excursions…. All of these add up. But one “expense” is usually missing…. contributing to a family legacy of good.

If you are responsible for planning your family reunion, you can help ensure the good feelings live on in between reunions. You can encourage a new tradition of giving: each family contributing a certain amount of money to an agreed upon charity or non-profit organization.

Businesses reap the economic impact of family reunions, but the organizations and institutions that have supported our families are often overlooked. Sure we talk about the summer camp, or school that made a difference. The hospital that saved a beloved family member. The church group who made sure we received gifts at Christmas. But what do we do to ensure other families will receive these benefits?

With all the storytelling, family reunions are an ideal time to put our money where our mouth is — and where our hearts are. Now it’s our turn to give back to the communities we come from and the communities where we gather to celebrate our reunions. In our giving we recognize our history and we create a new tradition for younger generations: a history of giving.

Where you give can become part of the reunion as well. Your family may want to set aside time to paint a community center or school, clean up a neighborhood, read to children, or visit a senior center. Whatever your family gives, be sure to give money as well as time or materials. Too many non-profits are stretched thin and just don’t have the funds to meet community needs. Reunion giving helps keep your family legacy alive and well in the organizations you care about.

Up next: Suggestions for Family Reunion Giving.

© Copyright Mel and Pearl Shaw. www.saadandshaw.com

1 Comment

Posted in FUNdraising Good Times

Tagged , , ,

National Fundraising — The Power and Impact of Local Volunteers

Posted on July 20, 2011 | Leave a comment

From time to time we seek to share what we have learned from Mel’s 25 years with the United Negro College Fund (UNCF) and his work developing and producing the Lou Rawls UNCF Telethon. In this column we focus on the impact that local volunteers – and local campaigns – have on the fundraising of national organizations.

Back in the day the Lou Rawls UNCF Telethon was the largest African American fundraising special event held on a single day anywhere in the world. Over the years, the telethon raised over $500 million dollars. Lou Rawls was certainly the star of the show, but the real stars were the thousands of volunteers who raised money in communities across the country during the six-to-nine months leading up to the telethon.

Mel Shaw, Lou Rawls & Jim Alston

While people continuously called into the show to pledge their gifts, 60 – 70% of the money was raised in advance from local communities. These local UNCF campaigns were led by volunteers who were respected at the grass roots level – and at the highest levels – in the communities where they lived and worked. UNCF volunteers raised funds from churches, civic organizations, local businesses, families and individuals. All gifts were recognized publicly during the telethon. Local TV and radio stations invited leaders and every-day folk to make their gifts on air. Some local gifts were announced on the national show. The anticipation of being publicly recognized and acknowledged in front friends, neighbors and co-workers helped stimulate giving and ongoing involvement.

The one-day telethon was the culmination of a year’s worth of planning, preparation, training and follow up. The fundraising was non-stop – and there was never be enough staff. We learned how to depend on and trust volunteers in local communities. We focused our efforts on training and preparing these volunteers, and made it a high priority to recognize and acknowledge their work.

Finding the right volunteers was at the heart of all our local campaigns. Cities such as San Antonio, Albuquerque, Kansas City, Phoenix, Portland (OR), and Omaha operated volunteer-led campaigns without the day-to-day support of local staff. All were successful in creating a buzz for UNCF and the telethon. San Antonio in particular extended that buzz beyond the black community and engaged large numbers of Hispanic volunteers and donors. Cities with a UNCF office such as New Orleans, Atlanta, Chicago, Dallas/Fort Worth, Los Angeles, and Miami had local and regional responsibilities. Staff were charged with managing the local production of the telethon as well as implementing the volunteer-led fundraising plan.

The number one thing that made a difference in the telethon’s success was the power and impact of qualified, committed and trained local volunteers – including those from Memphis. UNCF’s commitment to localized fundraising kept people giving, year-after-year.

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

Leave a comment

Posted in Classics, FUNdraising Good Times, People, Successes

Tagged , , ,

Meharry Medical College – Doing It Right!

Posted on April 27, 2011 | 1 comment

 

Engaging your president and board is key to ensuring your institution’s fundraising success. Engaging faculty, staff and students is also important at colleges and universities. Engagement is a clear indicator of commitment, and commitment is a number-one prerequisite for fundraising success.

 We have long admired Robert S. Poole, Senior Vice President for Institutional Advancement at Meharry Medical College, for his success in leading a strong fundraising team. A seasoned advancement professional, Poole led Meharry through a historic $125 million campaign, and in 2010, the College reached a $100 million endowment milestone.

These successes are a result of strong philanthropic giving and prudent financial management. We recently turned to Poole for information about his strategies, and his insights to help impact fundraising at your college, university or non-profit.

A vital part of Meharry’s fundraising success has been the engagement of the College president, Wayne J. Riley. “As lead spokesman and vital leader/partner in every development discipline, the president is highly visible and engaged throughout the advancement program,” says Poole. “He’s involved in media (including op-ed features, video features, editorial board meetings, radio and TV interviews, health policy position statements, etc.), external affairs and government relations, donor prospect calls and campaign strategy, and alumni relations.”

Poole ensures the president is well prepared for these activities and has a clear vision of the College’s fundraising priorities. He discusses top prospects with the president and conducts briefing sessions before cultivation or solicitation visits. He also keeps him abreast of fundraising trends and best practices, as well as activities and progress at peer institutions. Poole says he works closely with the president to “develop and review new funding opportunities based on the College’s strategic plan and in conjunction with the deans and other campus executive leaders.”

 Board engagement is another key part of Meharry’s fundraising strategy. Poole updates the board’s advancement committee and chair about fundraising and marketing priorities and objectives. He gives prospect briefings to board members who participate in cultivation and solicitation calls. “We also involve board members in planning major fundraising initiatives, both as policy makers and potential donors,” says Poole.

Poole’s team also strives to engage staff, faculty and students in fundraising initiatives. “We encourage them to share their perspectives on the institutional needs and opportunities they would like to see addressed through philanthropy,” he says. “We provide education on how the fundraising process works and, where appropriate, involve them in fundraising cultivation, solicitation and stewardship.”

Students provide testimonies for solicitation appeals, write letters of thanks to scholarship donors and participate in donor recognition events. Poole’s team draws upon faculty members’ expertise when crafting fundraising proposals and projects. Faculty members and deans are also effective partners in donor visits, reports Poole. In fundraising there is a role for everyone – especially the president and board.

Keep People at the Core of Fundraising

Amidst the practical challenges of a fundraising campaign, it can be easy to lose sight of an organization’s greatest assets: its people. People are at the core of Meharry’s fundraising success, reports Poole: “Donors, staff and leadership … deliver the most value,” he says. “The vision and support of leaders provide us with the rationale and tools to engage fundraising. The staff and volunteers enable us to launch our plans, and the donors offer their financial capacity, which ultimately helps us realize our potential.”

Poole says he looks for several important traits in staff, including strong critical thinking skills. Successful staff members have exceptional communication (and listening) skills and a genuine interest in other people and their interests. Staff are also expected to have an outstanding work ethic and the self-discipline to see tasks through to their completion. Poole says his team carefully follows a fundraising plan, which is “reviewed constantly and updated periodically as circumstance warrant.”

Keeping people motivated over long periods of time can be a challenge, Poole acknowledges. “Another significant challenge is recalibrating priorities in an effort to keep pace with the demand for greater service to constituents and other stakeholders, patients and the general public as an academic health science institution,” he says.

Meharry College’s mission keeps Poole motivated. He takes pride in “aligning donors’ giving priorities and inclinations with the College’s aspirations” and in helping donors imagine fulfilling outcomes they may not have considered previously. Above all, Poole is motivated by “witnessing the great impacts — sometimes life-changing — of philanthropy on campus.”

Poole cites several role models who have inspired his career as a development professional, including his first boss, Nathaniel Smith, at Fisk University as well as Arthur Frantzreb, Jerrold Panas, and Alice Green Burnett.”

When asked what advice he would give those pursuing a leadership position in fundraising, Poole shared the following: “They should be aware of the time and mind share demands — often you are mentally ‘on call’ 24/7. One should have a natural curiosity about people and a range of topics. Because of time demands, people in these positions should develop strong ties and support systems with family and friends to maintain perspective away from the job. Additionally, as advancement leaders they must be decisive but not judgmental, and rely on evidence and data as well as instincts in decision making. Good and honest communication and the ability to set and execute priorities are essential.”

1 Comment

Posted in FUNdraising Good Times, People, Successes

Tagged ,

Tips For Fundraising Success: Engaging Your President, Board and Others

Posted on April 21, 2011 | 2 comments
Robert Poole

Robert Poole

Engaging your president and board are key to ensuring your institution’s fundraising success. Engaging faculty, staff and students is also important. Engagement is a clear indicator of commitment, and commitment is a number one prerequisite for fundraising success. We have admired Robert S. Poole, Senior Vice President for Institutional Advancement, Meharry Medical College for his success in leading a strong fundraising team. A seasoned and successful advancement professional, Poole recently led Meharry through an historic $125 million campaign. In 2010 the College reach the $100 million endowment milestone. These successes are a result of strong philanthropic giving and prudent financial management, and one of the many reasons we admire Mr. Poole. We turned to Robert for specific information about how he engages the College’s board and president Dr. Wayne J. Riley . Our hope is that his tips and experience can help impact fundraising at your college, university, non-profit.

Saad & Shaw: How do you engage your president as a fundraiser?

Robert Poole: Here are five things we focus on at Meharry:

  • Developing and reviewing new funding opportunities with him based on the College’s strategic plan and in conjunction with the deans and other campus executive leaders.
  • Helping to maintain clarity regarding fundraising priorities.
  • Updating him on top prospects.
  • Conducting prospect briefing sessions before cultivation/solicitation visits.
  • Keeping him abreast of fundraising trends, best practices, and tracking and reporting on progress at peer institutions.

Saad & Shaw: How do you prepare and support your board in the area of fundraising?

Robert Poole: We communicate with the board’s advancement committee and its chairman regarding fundraising and marketing priorities and objectives. We provide prospect briefings for board members that participate in cultivation and solicitation calls as appropriate. We also involve board members in planning major fundraising initiatives both as policy makers and potential donors.

Saad & Shaw: How do you integrate the president into your fund development program?

Robert Poole: As lead spokesman and vital leader/partner in every development discipline the president is highly visible and engaged throughout the advancement program.  He’s involved in media (including op-ed features, video features, editorial board meetings, radio and TV interviews, health policy position statements, etc.), external affairs and government relations, donor prospect calls and campaign strategy, and alumni relations.

Saad & Shaw: How do you involve staff, faculty and students in your fundraising initiatives?

Robert Poole: We encourage them to share their perspectives on the institutional needs and opportunities that they would like to see addressed through philanthropy.   We provide education on how the fundraising process works and, where appropriate, involve them in fundraising cultivation, solicitation and stewardship.  For example, we’ve had great success in utilizing students during donor recognition and other events, students’ personal letters of thanks to scholarship donors have helped raise a lot of money as have their testimonies in solicitation appeals.  We work with faculty and other academic leaders to develop concepts that may ultimately become fundraising proposals or projects.  Additionally, faculty and deans have been very effective participants in donor visits.

Learn more – Read the full story.

2 Comments

Posted in FUNdraising Good Times, People

Tagged , , ,

Ruby Bright honored as leader in women’s funding movement

Posted on April 20, 2011 | Leave a comment
Ruby Bright

Ruby Bright

When women achieve economic security, they spread their success to their children, community and country.

When women help other women, everyone benefits.

These truths have only recently gained the international attention of economists and philanthropists, but members of the women’s funding movement have promoted them for many years.

One of these pioneers, Ruby Bright, was recently honored for her efforts to improve the lives of women and their children, both in the Memphis community and across the globe.

Bright received the Changing the Face of Philanthropy Award from the Women’s Funding Network on April 8 during the group’s annual conference in Brooklyn, N.Y. The award is presented annually to individuals, funds and foundations that have demonstrated a commitment to gender equity, diversity and social justice through philanthropy.

Bright has made “profound and influential contributions” to the women’s funding movement and “has been instrumental in bringing change to the Greater Memphis area and beyond,” wrote Ana Oliveira and Christine Grumm, board chair and president/CEO of the Women’s Funding Network, which represents more than 160 women’s funds across six continents.

As the executive director and chief administrative officer of the Women’s Foundation for a Greater Memphis (WFGM), Bright has increased grant distribution by more than 300 percent over the last decade. Since 1995, the WFGM has awarded $5 million to 330 programs and 120 grantee agencies.

Starting in 2004, Bright has led a groundbreaking public-private partnership between the WFGM, the city of Memphis and the Memphis Housing Authority to support mixed-income housing and urban revitalization. Under Bright’s leadership, more than $7 million has been raised for the Memphis HOPE project, targeting 700 former public housing residents. The WFGM is the first women’s fund to lead such a program and now serves as a national model for success.

The WFGM’s mission is to encourage philanthropy, foster leadership among women and enable women and children to reach their full potential. Bright, who has more than 25 years of experience in nonprofit operations management, marketing and fund development, plays a vital role in spreading this mission to a broad audience and demonstrating the power of women helping women.

The core values promoted by Bright and the WFGM have universal applications, far beyond Memphis, or even the United States. “Collectively, economically secure women create secure nations and a more stable globe,” explained the Women’s Funding Network.

As an extension of her commitment to women’s empowerment, Bright is involved with numerous national and local civic organizations. From 2008 to 2010, she served as the board chair of the Women’s Funding Network. She is a founding member of the Black Women Donor Action Group and the Women’s Economic Security Campaign.

Bright has been honored by the Memphis Urban League, Girls Inc., Girl Scouts of the Mid-South, Leadership Memphis and many other groups. In 2006, the WFGM was named the MPACT Memphis Foundation of the Year.

Learn more about the Women’s Foundation for a Greater Memphis and the Women’s Funding Network.

Leave a comment

Posted in FUNdraising Good Times, People

Tagged ,

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.

Leave a comment

Posted in FUNdraising Good Times, People

Tagged , ,

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

Leave a comment

Posted in FUNdraising Good Times, People

Tagged , ,

Celebrate a New National Park

Posted on July 19, 2010 | 1 comment

Sometimes a dream appears so big you wonder if it can come true. Here is our position: Believe that you can, and then bring together people who share your vision and are willing to contribute their talents, connections, time and money to make it happen. That’s how we got our newest national park and a tribute to Black history.

About five years ago we were asked to help create awareness and support for the idea of making Port Chicago – the Concord, CA area site where the largest U.S. home front disaster during World War II took place – a part of the national park system.

Our founder, Mel Shaw, had just brought together a group of local African American leaders and influencers to encourage Black families to visit Yosemite National Park — so we were the right people to ask. But would others come out to support Port Chicago as well? The only way to find out was to ask.

When we asked – and invited – people came out. They wanted to learn more about the explosion at Port Chicago and the young Black men who made history by standing up to the military, risking court martial, and who in the process helped integrate the armed forces.

The Port Chicago explosion at the naval magazine killed 320 men, 202 of whom were African-American. The explosion, work stoppage, and subsequent mutiny trial provide insights into the injustice of racial discrimination, the African-American experience in the U.S. military, and home front life during the Second World War. These events ultimately led to the desegregation of the armed services in the United States.

The people who came out that day five years ago launched the Friends of Port Chicago National Memorial a 501 c3 led by Rev. Diana McDaniel, a Unity minister from San Leandro. Fast forward to Fall 2009 and with the help of many friends, including Congressman George Miller (D-CA), our first African American president signed legislation that made Port Chicago a national park.

The legislation, signed as part of the FY2010 Defense Authorization Act elevates Port Chicago from an affiliated park site to a full unit of the National Park System. This allows the Park Service to create a national park visitor center and receive increased funding to hire park rangers to share the site’s story with the public.

This past Saturday the 66th commemoration of the explosion and dedication of our new national park was celebrated. Take a look at the event. For more information see www.nps.gov/poch. And as always, continue to have a FUNdraising Good Time!

1 Comment

Posted in FUNdraising Good Times, Successes

Tagged ,

Community College Trends, Part Two

Posted on July 5, 2010 | Leave a comment

Last week Robert “Bobby” McDonald, a member of the California Community Colleges Board of Governors, talked with us about community college trends. This week he discusses the importance of fundraising by community colleges.

Saad & Shaw – Why do community colleges need to engage in fundraising?

McDonald –In 2008, California’s Community Colleges made history, when they received the largest gift to community colleges. The Bernard Osher Foundation made a commitment of $50 million to the California Community Colleges, which created a new trend in community college philanthropy, helping raise awareness of the need to increase scholarship support to California’s community college students. With an additional $50 million funds, raised by our community colleges and the scholarship endowment, the total could reach $100 million.

The goal of the California Community Colleges Scholarship Endowment is to support student success and opportunity by creating a permanent fund for scholarships, offering long-term relief to the rising costs that keep many students from completing their education.  Our communities need to actively support the fundraising goals of the community colleges in their area to help support a winning opportunity that has a clear total impact on our future.

Saad & Shaw – What are the challenges that impact district chancellors and college presidents as they begin the work of fundraising?

McDonald – Before our financial crisis, there wasn’t a strong emphasis to fundraise. Now there is a need to find good development/foundation consultants, community organizations, grant writers and the like.  The new breed of leaders now must look at entrepreneurial opportunities from the public and private sectors, in the communities, as a regular way of garnering resources.

Saad & Shaw – There must be hundreds of thousands of community college alumni in California alone. How can alumni get involved? What should they do?

McDonald – Hopefully, the directors of the community college foundations have been challenged and engaged to use the Osher gift as impetus to grow their college foundations.  Now more than ever alums need to be asked to give and support. Whether it be a name on a building, a special art or science wing, an athletic field, a nursing facility, whatever is part of the mission and vision of the campus. Just ask!!

Saad & Shaw – Beyond alumni, who should support and invest in community colleges?

McDonald – We are serving 2.9 million students. We are setting, maintaining and enhancing the educational opportunities for everyone in our communities.   Veterans continuing their education, students of fire science, police science, criminal justice, and nursing, just to name a few, are being served by our community colleges.  We serve everyone and anyone that wants to improve their business or their quality of life. Everyone should invest in our community colleges. It is the best investment in our country.

Leave a comment

Posted in FUNdraising Good Times, People

Tagged ,