Tag Archives: fundraising

Lean in for nonprofit leadership

Posted on March 18, 2013 | 1 comment

“Lean in” for leadership in a nonprofit career

SherylSandbergLeanInWeb Sheryl Sandberg, the chief operating officer of Facebook has a new book out.  “Lean In” has generated a lot of media attention. It’s all about women and leadership in the business world. Bottom line: she encourages women to seek leadership-level positions. Listening to the news stories we asked ourselves, “what about the nonprofit sector?”

What does it take to advance to leadership level positions in the nonprofit sector? Our experience has shown that fundraising experience is an important prerequisite for securing an executive position and most importantly for remaining in the position. Related to this is an understanding of fund development and the ability to manage a fundraising operation. These are not the only prerequisite, but it is an important one that is too often overlooked.

If you are working for a nonprofit and want to progress in your career, make your intentions known and begin to prepare yourself. Our guidance relates to building your fundraising skills and network. Here’s why: securing funds from philanthropic sources is often times the primary revenue stream for a nonprofit. Even those funded through government grants or contracts, or through earned income streams, find that philanthropic funding is what makes the difference between a “just getting by” institution and a thriving one. The willingness to raise funds and build a fundraising team provides an organization with the funding and resources it needs.

Lean in and prepare yourself to be a leader. Develop career goals that include responsibility for fundraising. Learn about the different types of fundraising and how they work together. Invest in your education and training. Participate in online and in-person training sessions that expose you to new areas of fundraising and ones that deepen your current skill set. If your employer won’t invest in your professional development, make the investment yourself. Network with people you meet at conferences or online. Ask questions of those who are more experienced. Ask someone from a similar type of organization in another part of the country for a critique of a fundraising project you are working on. Read journals, books and blogs. Get a mentor.

If you don’t currently work for a major nonprofit institution, consider becoming a fundraising volunteer for a local hospital, university or public television station. These institutions typically have more robust fundraising programs than grassroots or mid-sized organizations and can provide exposure to campaigns that include major gift solicitations, annual gifts, special events, direct mail, planned gifts, underwriting and other fundraising programs. You will find opportunities to grow your skills and your network.

Most importantly make it known that you want to learn more about fundraising. Most people don’t embrace fundraising. That’s a mistake you don’t have to make. Lean in and you will find opportunities to learn and ultimately to lead.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them @saadshaw.

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Shine a light on your fundraising

Posted on March 5, 2013 | Leave a comment

Team building – a secret to fundraisings success

Part two of a two-part series

TeamworkIt’s all about leadership and team building. You’ve heard the refrain, but what does it mean? In terms of nonprofit fundraising there can be no greater mandate than leadership and teamwork. Scarce funding for staff positions, stiff competition for the philanthropic dollar, and an abundance of wishful thinking leaves nonprofits at risk of not meeting their fundraising goals. Building and supporting a volunteer-led fundraising team is one way out of the vicious cycle imperiling too many organizations.

Your fundraising team should be comprised of leaders who are committed to ensuring your nonprofit has the money and resources it needs to deliver on its mission. It should include your volunteers, staff, executive leadership and board members. All members should work from a fundraising plan. You can have a simple plan or a complex plan. The most important thing is to work from a plan with agreed upon financial goals, timeframes, and defined roles and responsibilities. For a team to function, everyone has to know their role, and be qualified to fill it. Invite people to join your leadership team based on their understanding of what you are trying to achieve and how well they can help implement your plan.

Your team will set the tone, policy, and direction of your fundraising and monitor its progress. The committee should be led by a fundraising chair or co-chairs. These volunteers should be supported by the institution’s chief development officer and executive director. If you don’t have a fundraising chair, you need one. Take the time to review your fundraising plan, identify who could best help you meet your goals, and then find the right person to talk with your potential chair, inviting him to provide leadership. Be sure to show him your fundraising plan: people are more likely to say yes when they see you have a plan in place to meet your goal.

Other potential members for this committee include board members, current major donors, community and business leaders, key stakeholders, your finance director, executive director, development director and program staff.

Your fundraising chairs should convene and lead your monthly meetings. Team members should report on specific actions they have taken, solicitations, proposal submissions, and new potential donors and funders who have been identified. Staff should provide reports showing progress against goal, number of gifts received, average size of gift, largest gift, and specific information that allows the team to make proactive fundraising management decisions.

Team meetings shine a light on what people are doing and not doing. It holds board members, staff and volunteers accountable to each other. It takes away excuses and when things are going well it creates an excitement and momentum that is contagious.

Raising money is too important to go alone. Build and nurture your team.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them @saadshaw.

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Who will solve your fundraising problems?

Posted on February 25, 2013 | Leave a comment

Team building – a secret to fundraisings success

Part one of a two-part series

A group of Individual Placement members enjoy ...

Will hiring a fundraising professional solve your fundraising challenges? Is it your secret wish that someone will take care of fundraising so you can focus on the “more important” work of your nonprofit? Perhaps you seek a million dollar bequest from an unknown admirer.

Here’s the real secret to sustained fundraising success: create and support a fundraising team that meets regularly and “owns” your fundraising. That’s it. You can’t do it on your own. No one person can solve all your challenges. You have to build and grow a team that includes your volunteers, staff, executive leadership and board members. Your team should be comprised of leaders who are committed to ensuring your nonprofit has the money and resources it needs to deliver on its mission.

Here are the benefits. A fundraising leadership team helps create accountability and transparency. Members are accountable to each other. Each member knows the commitments, roles, and responsibilities of all other members. There are no secrets. If there is a lull in gifts received, the full team knows about it. When new gifts are received, members know about it. When fundraising management reports are shared at each meeting, team members can monitor the progress of fundraising activities, ask pertinent questions, and work with each other to create new strategies and work-arounds.

Your team should meet on a regular basis to report progress and challenges. Members should work collaboratively to help your organization reach its fundraising goal. They should be empowered to make decisions, and the decisions made by this team should be respected and implemented by fundraising volunteers and employees.

With a strong fundraising leadership team, the actions of staff, board members, and volunteers are open to review by team members. Financial progress and expenses are reported regularly at these meetings. Members have the opportunity to share information and coordinate their activities.

When you have engaged qualified volunteers to assist with fundraising, you will be amazed at the solutions they come up with. The key to an effective fundraising leadership team is for it to be volunteer-led with support from staff. That means the fundraising chair leads the team meetings, not the executive director or chief development officer. It means that staff support the work of the fundraising chair by producing and distributing fundraising reports and taking and quickly distributing minutes that accurately capture action items and next steps. If you have selected a qualified fundraising chair and clearly defined his responsibilities, you will be amazed how he can assist you in meeting your goals. He can do this because he has made them his goals. He is no longer helping your organization; he is now orchestrating and attracting people and resources for something he believes in.

Next week: team membership and meetings

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them @saadshaw.

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UNCF telethon: a black history game changer

Posted on February 18, 2013 | 1 comment

UNCF telethon: a black history game changer

UNCF Telethon Parade of StarsLights, camera, action. In 1980 the United Negro College Fund, UNCF, launched the Parade of Stars telethon. It became a nationwide fundraising program raising millions of dollars for generations of students, and support for historically black colleges and universities. It became the largest one-day African American special event in the country. It changed black history – and American history – creating an acknowledged culture of fundraising in the African American community. America’s largest corporations became engaged. Small churches, teachers, sororities and fraternities became engaged. Donors and volunteers from across the country organized to support UNCF and celebrate black philanthropy.

Here’s the back story. The telethon actually began years earlier in Dallas, Texas. The first telethon was a live performance at the Fairmont Hotel with STAX recording artists Rufus Thomas and Johnny Taylor backed by the Dallas symphony. The performance was filmed, edited and prepared for broadcast in 13 radio and television markets across Texas. Local volunteers answered phones and families across Texas called to give. A national fundraising movement was born.

The telethon gained national exposure in 1974 with hosts Nancy Wilson and Clifton Davis. Ron Bookman secured the talent; television and radio stations broadcast in select markets at no charge. This caught the attention of Anheuser-Busch and the rest is history. Lou Rawls, as spokesman for Anheuser-Busch, became the iconic host of the telethon. American Airlines, Kellogg, General Motors soon joined as sponsors and underwriters.

The telethon became a great recruiting tool for UNCF colleges. It also increased alumni pride and giving. It sent a message to corporations and foundations: UNCF colleges are important to African Americans and America. With an ear to the ground for the drumbeat of the community, these major funders joined with grassroots America to give – and give generously – to what became the “charity of choice” for African Americans. UNCF shed its image as an organization that appealed to the elite: it had launched a “people’s campaign” engaging donors and volunteers from all walks of life.

The telethon did what hadn’t been done before. It created a culture of fundraising throughout the black community that also engaged Hispanics, American Indians and Whites. It made UNCF a household word, and the phrase “A Mind is a Terrible Thing to Waste” one of America’s most iconic slogans. Corporations participated in cause-marketing focused on the black consumer. African Americans became the majority of UNCF donors, “documenting” their widespread support for the organization. The telethon provided an opportunity for all segments of the community to participate and be publicly recognized for their contributions. It provided economic opportunities for African American advertising agencies, marketing executives, producers, writers and small businesses. Most importantly it demonstrated the power of diverse volunteer-led fundraising. Our take: Think big, start small.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them @saadshaw.

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Fundraising Starting Point: Commitment

Posted on February 4, 2013 | 3 comments

Start

Commitment is at the heart of all successful nonprofit fundraising. It needs to be developed and sustained. It starts with the organization’s leadership – the executive director or CEO, board members, as well as leadership level employees and volunteers. The purpose and vision for proposed fundraising needs to be carefully discussed by these parties, ideally through one-on-one conversations with time for challenging questions and clear answers.

After individual conversations have occurred, dedicate time during board meetings for group discussion. Invite grappling with the proposed fundraising initiative, the asking of questions, and the raising of doubts. Encourage new ideas along with expressions of enthusiasm or caution. Allocate enough time for a full discussion. As appropriate, schedule a retreat focused on fundraising. Many organizations host such retreats annually. Others will host a retreat when planning for a capital campaign or other fundraising initiative of special significance. Always leave enough time for all parties to fully understand and commit to a proposed fundraising goal. This is the most important fundraising prerequisite — without full commitment, there is greater potential for fundraising challenges.

We also suggest the executive director set aside time for similar discussions with senior staff. Employees often have insights and suggestions that can positively transform fundraising – ideas that may not be accessible to the organization if they are not invited into the fundraising conversation. A staff retreat may be a good investment of time and resources.

You will also want to gain the support of your organization’s informal leadership — those stakeholders who have supported your organization over the years with their time, money, and talent. Ideally you will talk with major donors, your most consistent donors, and volunteers, consultants, and staff as you develop a fundraising initiative. Remember, fundraising requires more than money. Talking with your extended leadership will help engage the best thinking, involvement, creativity, and networks of those closest to your organization. These individuals can provide ideas and resources that extend beyond those you thought of originally.

Another thing to remember is that prospective donors and funders always ask about the involvement of key stakeholders, particularly board members. In fact, many will shy away from initiatives that do not have demonstrated internal commitment and engagement. For example, many foundations explicitly ask about board giving. They want to know the percentage of board members who give, total dollars contributed, and funds raised through the efforts of board members. The feeling is, “If those closest to you don’t support the project, why should we?” For educational institutions, there is a focus on the rate of alumni giving, the retention of alumni donors, and total funds contributed by alumni.

Are you engaging the leadership within your nonprofit before approaching people outside the organization? How will you ask your fellow leaders for financial gifts and in-kind resources? Do you have a goal for board participation? Let us know.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow then @saadshaw.

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No Subsitute for Commitment

Posted on January 28, 2013 | 1 comment

Commitment

Successful fundraising for a nonprofit requires the full commitment of board members, the executive director, staff, and volunteer leadership. Without this commitment, it is very difficult to meet fundraising goals. People may say they are committed and that is good. What is more important is the extent to which people embody that commitment.

Consider the following. Do all leaders understand how much money the organization wants to raise, and what the funds will be used for? Can each articulate the impact the organization makes, and how it is unique? What about the strategic plan – do leaders understand the plan and how proposed fundraising ties to it? Does each believe the fundraising goal is achievable? Do leaders understand where the projected revenue will come from, and what plans are in place if initial solicitations are not successful?

What about their actions? Do your leaders embody integrity? Are they accountable? Do they encourage transparency? Do they come prepared to meetings and remain in contact with other members of the organization’s leadership between meetings? In the area of fundraising, do they make their own financial gift and ask others to do so? Do they generate enthusiasm for fundraising? Do they help secure in-kind resources that can offset organizational or fundraising costs? Do they share their creativity, resources, and problem solving skills to help advance fundraising? Most importantly, do they follow through on agreements?

While it takes time to cultivate and secure full commitment, this step cannot be pushed aside. If a fundraising initiative is executive director’s vision she should take time to meet individually with board members and share her vision and commitment. She will need to let board members know what it will take to make the vision a reality and ask for their support. She should be prepared to answer questions and overcome objections.

Likewise, if a project is the vision of the board of directors, the board chair should take the time to meet personally with the executive director to share the board’s vision and explain how the project will advance the organization’s mission and strategic plan. The board should be prepared to answer the executive director’s questions, and to provide her with the resources, support, and leadership that the proposed fundraising initiative will require.

The questions and objections raised by board members or the executive director may not be different from those that will need to be overcome when talking with prospective donors and partners. These comments, questions, and/or objectives can be most helpful in developing a strong case for support.

Regardless of where it originates, all leaders need to be engaged in the process of defining a fundraising project and its financial goals. What are you doing to engage the leadership at your nonprofit? What actions will you take to inspire commitment and engagement that will help secure funds, involvement, partnerships, and in-kind resources? Let us know.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow then @saadshaw.

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Mission, Vision, and Plan

Posted on January 21, 2013 | 1 comment

goal

Successful fundraising begins long before a fundraising plan is ever created. It starts with your organization’s vision and mission. These two items are at the core of non-profit operations. It is the vision and mission that drive your strategic direction and goals. And it is the strategic direction that influences fundraising and the use of funds.

The chief executive for your organization is the person responsible for the vision and mission. Depending upon the structure of your organization this person could be the director, executive director, the chief executive officer, the president or chancellor. He or she is the person responsible for ensuring board members, employees, and volunteers understand the mission and vision and are in agreement with these. He is also responsible for ensuring the organization’s strategic direction — as documented in the strategic plan — is rooted in the mission and vision.

The work of defining your nonprofit’s mission and vision may have been done years ago. Or, these may be still evolving. Sometimes the process of defining these can appear to be complicated and too time consuming. But clearly defining these is critically important – they are the bedrock from which you will create your strategic, business, and/or operating plans. They are what will ultimately drive your fundraising.

Here’s how it works. Your mission and vision inform the creation of your strategic plan. Your strategic plan sets the path for your operations and activities. Knowing your current and projected future operations and activities informs your fundraising. While you can always raise some money, meeting your fundraising goal will require that you know how much you are seeking to raise and for what current and projected purposes. It all ties back to your mission and vision.

Here are our simple definitions. Your vision statement communicates your vision for the future — what you are seeking to achieve. Your mission statement communicates the purpose of your organization. Your strategic plan communicates how you will bring your vision and mission to life..

Your vision and mission statements should be short and concise — one or two sentences at most, if possible. Your strategic plan can be as simple or as complex as your organization requires. We are partial to short, clearly written plans that include easy-to-understand and easy-to-measure goals and objectives.

Once the vision and mission are established, it is the chief executive’s responsibility to ensure they are understood and that the board and employees are in agreement with them. All parties need to know these statements – and what they mean – inside and out. All need to be able to discuss the vision and mission when talking about the organization. Each needs to know the goals and objectives contained in the strategic plan and the progress being made toward these. These are some of the first steps in building towards fundraising success.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.”  They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them @saadshaw.

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Triple your special events revenue

Posted on January 18, 2013 | Leave a comment

Special events can help one of the most exciting ways to raise money. They can also be the most challenging.

MelanieMesser2In October of 2011 Melanie Messer joined the Jacksonville Speech & Hearing Center as its first full-time development director. One year later she had tripled special event revenue, reduced expenses, and doubled sponsorship revenue.

Here’s her story:

As the new development director Melanie faced two challenges: creating a fundraising program that expanded beyond the organization’s well-attended major special event, “FinFest”; and doubling FinFest sponsorship revenue within one year.

Melanie began her work by establishing a donor cultivation program that included monthly “meet-and-greets” and bi-monthly home receptions. She talked with board members and community leaders to encourage them to host receptions and to visit the center for a “meet-and-greet.” She developed a structure that supported board members in becoming more involved with cultivating current and prospective donors.

Melanie also worked to change the culture of giving across the organization. She began with setting expectations for giving from board members. She moved on to increasing special event revenue. She laid out new sponsorship levels and encouraged the event committee to increase the giving level associated with each type of sponsorship. She encouraged the committee to approve an approach that asked potential sponsors to give financially, and to also ask the lead sponsor to give in-kind support such as printing and design services that would reduce event costs.

While we admire Melanie’s spirit and leadership, we know that no one person can change a culture. We asked her what organizational strengths were working in her favor. She replied, “Being supported by a leader – our executive director – who is willing to take risks, who allows new ideas, and encourages organizational change.” Other supports were highly invested individual and corporate stakeholders who put their passion and financial investment behind the center’s mission and vision. “Bill McQuilkin, the executive director, and I spent a lot of time strengthening existing relationships and building new ones.

“I had the support of my executive director and I had the support of colleagues across the organization. We were fortunate to identify and develop a core of “cheerleaders” or leaders of influence who were helpful in rallying their colleagues towards supporting our efforts,” she shared.

“This moral support was important because the revenue expectations for the event were high,” Melanie continued. “The goal was to increase sponsorship revenue from $50,000 to $100,000, which was a daunting challenge.”

While the challenge may have been daunting, the results were inspiring. “Not only did we reach our $100,000 sponsorship goal, we tripled our overall event net revenue from 2011 to 2012,” Melanie shared.

We asked her for words of guidance for her fellow development directors, or for those taking on a new fundraising job. “Do your homework before setting lofty fundraising goals but do not be afraid to take risks if you have the right backing and sound advice to pave the way,” she replied. “Also, remain transparent with leadership and your board and seek out potential individual and corporate partners in the community, who are able to be connected to your organization, whether through a board member introduction or funder.”

She closed her comments with words that delighted us, “Do not be afraid to apply or seek support to bring in advisors such as Saad & Shaw with a proven track record to bring your goals into reality.”

Back story: We met Melanie when she called us and asked us to work with her using our Counsel on Demand service. We admire Melanie’s talent and strategic thinking, and we have never met! We worked with her and Bill by phone and by email, listening to their ideas, reviewing their plans, and offering strategies for engaging donors, board members and sponsors. Let us do the same for you.

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow on Twitter @saadshaw.

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Capacity Building Grants

Posted on January 15, 2013 | Leave a comment

Community Foundation of Greater MemphisIt’s time for the Community Foundation of Greater Memphis’ Nonprofit Capacity Building program. Information sessions are next month. The Community Foundation will have pre-application information sessions in February for its Nonprofit Capacity Building grants program. Organizations interested in applying for a grant are required to attend one of the sessions. The attendance requirement is waived for organizations that sent a representative to a session in 2011 or 2012. Letters of intent will be due in April. For criteria and the schedule of information sessions, visit http://bit.ly/UCXqet

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