Tag Archives: fundraising

No Short Cuts to Meeting Your Fundraising Goal –Part One

Posted on October 8, 2012 | Leave a comment

“Sadly, I have to report that I and we failed.”

That is not a good message to have to deliver. But it is part of life. The above quote is from a report given by Robert D. Sweeney, senior vice president for development and public affairs to The University of Virginia Board of Visitors at its meeting September 14th.  Sweeny was reporting on the progress of the University’s $3 billion capital campaign. According to The Daily Progress the campaign launched in 2004 and was to conclude at the end of 2011. To date UVa has raised $2.76 billion; the campaign has been extended. “We will be to $3 billion by the spring,” Sweeny said.

While the number of nonprofits launching multi-billion dollar campaigns is small, there are lessons to be learned from publicly available information regarding the UVa campaign.

Here’s what we know: campaign strategy and the economic downturn contributed to the campaign’s challenges. UVa was not exempt from the economic challenges of the past five years. Another factor was strategy.

The Daily Progress reports, “Sweeney said there was a ‘miscalculation’ on the part of UVa officials, who thought they could pull in enough gifts of $10 million and $20 million to offset not having one more $100 million gift… Some consultants had suggested they’d need such a gift but UVa officials had thought otherwise, Sweeney said.”

Obviously most organizations dream of receiving even one $1 million gift. What’s important is not the size of the gifts, but the underlying fundraising principles that were in place or overlooked.

While UVa worked with campaign counsel, it also chose to move ahead despite guidance regarding the number and size of gifts needed to reach the campaign’s goal within the campaign timeframe.

In our experience that is not an unusual decision. It is, however, a risky one. Your campaign goal should be realistic. It should take into account your financial needs, the market’s response to your case, and the number of campaign gifts or grants you can secure.

To raise $1 million you need to know where the money could come from. Who can give $100,000? $50,000?  $25,000? How many gifts of $1,000 to $5,000 can you secure? Ensuring you reach your goal means identifying three times the number of gifts you need to receive; if the first person you ask turns you down you know who else you can ask. If you need 500 gifts to raise $1 million, you should, in general, identify 1,500 potential donors.

As you can see, reaching a campaign goal requires a lot of work. Impatience, overconfidence or miscalculation can be expensive. Think about how you are preparing for your campaign. Are you taking the time you need to be successful or will you find yourself saying, “Sadly, I have to report that I and we failed.”

Leave a comment

Posted in FUNdraising Good Times

Tagged , , ,

Where’s the Money?

Posted on September 24, 2012 | Leave a comment

Fundraising is to nonprofits what sales is to business. It’s where the money comes from. In business the sales team secures revenue to cover expenses and generate a profit for shareholders. In nonprofits it is the fundraising team that raises the – money you need to deliver on your mission.

For example, increasing the number of local residents qualified to fill current, local job openings requires resources – including money. Partnerships with government agencies and businesses can provide resources needed to fulfill this mission, but money is also needed. The question for nonprofit leaders – both staff and board members – becomes “where will the money come from?”

Staying focused on why funds are needed is one way to change your relationship to fundraising. It is not about begging. It’s about making a clear case for why an individual, foundation or corporation should give to your organization. You need to know how much money your organization is seeking to raise, how it will be used, and what the impact will be.

Back to our example: if your organization seeks to prepare 100 young adults a year with the skills required to obtain a living wage job, you will need to be able to communicate what it costs to operate the program; which employers you are partnering with; what types of jobs you are preparing your students for; and what it will mean for each student, their family and the local economy when your students are employed.

You don’t have to come up with these answers on your own. You – as a board member – can help create a culture that encourages your fellow board members – and staff – to bring fundraising into the center of most conversations and activities. Here are a few examples.

When programs are discussed consider asking: how much does it cost to operate this program? Where does the money come from? Are we on track to secure the needed funds for this year? How can I help make sure we reach our goal? Can I accompany our director to meet with current or prospective funders?

Raise these questions in a spirit of open inquiry and wanting to be part of the solution. They can open the door to meaningful activities. For example, if you want to go with the director to visit a donor, staff will need to help get you prepared. This will create an awareness within staff about what board members need in order to be effective advocates and solicitors. Providing board members with information and materials that support fundraising, can help reduce board members’ reluctance to fundraise. Talking about the realities of how much money you need and where it is coming from (or not coming from!) brings board members into the process of securing the resources needed to deliver on your mission. And, at the end of the day, that is what fundraising is about. You can make a difference.

Leave a comment

Posted in FUNdraising Good Times

Tagged , ,

Hiring a Fundraiser

Posted on August 21, 2012 | 4 comments

You can never hire enough people to help with fundraising. If you are strategic you will look for individuals with volunteer management experience who can help build and support a diverse team of fundraising volunteers. This is different from hiring someone to “solve all your fundraising problems.” While most written job descriptions don’t include the previous phase, the idea is often an unspoken desire that drives hiring decisions. Our advice: acknowledge your desire; then work diligently to identify the right person with the right skills. Fundraising experience is not enough. We suggest keeping the following qualities in mind as you proceed.

Strong people skills and writing skills are critical. Fundraising professionals need to interact well with people from different backgrounds, make them feel comfortable, and make an honest human connection. They also need to be able to craft clearly written letters, reports, short proposals, and email messages.

Look for strong technology skills including word processing, mastery of spreadsheets and social media, and experience with donor databases that includes conducting searches and running reports.

Don’t overlook evaluating general office skills. A social media maven still needs to maintain accurate and up-to-date paper and electronic files that can be easily accessed by others. He or she will need strong time management skills as fundraising work never ends. Your ideal candidate should be able to work on multiple projects simultaneously and to meet (or beat) deadlines. Knowing how to prioritize is critical as timely communication with donors, volunteers, and staff cannot be overlooked. Courteous and timely communication by phone, email or letter is a must.

So is an understanding of the development process or sales/marketing cycles. Development professionals need to be able to discern the important and different roles that volunteers, board members, donors, and staff can play in facilitating giving. Strong general marketing skills and an understanding of the sales and marketing process are a good background when hiring someone new to fundraising.

Given the many competing priorities that characterize the nonprofit sector, we suggest looking to hire people who are self-motivated and able to pursue tasks with a minimum of follow-up. Of course you want to make sure your candidate is willing and able to ask questions when unsure of next steps. He or she should be a team player who can work well with others; a strategic thinker who understands the longer-term implications of short-term goals and how they relate to increased giving; and an ability to grasp the bigger picture as well as the immediate tasks at hand.

What else to look for: creative, detail-oriented, risk-takers who can motivate others, and manage and facilitate activities from a background or behind-the-scenes position. Is that too much to ask for? We think not. Knowing who you’re looking for will make your search easier.

4 Comments

Posted in FUNdraising Good Times

Tagged

Setting Your Fundraising Goal

Posted on August 16, 2012 | Leave a comment

What is fundraising without a goal? Most campaigns have one. The question is: how do you set it?

Over the years we have observed different methods. We present them for your consideration. Which will work best for you? Which is similar to the way your organization sets its fundraising goal? How might you want to modify the method you use?

A common method is to pick a number out of the sky. This is an emotion-based method of goal setting. It can be a good starting point and can create inspiration. When you believe a number is achievable, and feel your organization rise to the occasion, you can serve as a catalyst and motivator. But, be careful – this is also the riskest way to set your goal. Your goal may “feel” right, but that is not always the same as an achievable goal!

You may choose to base your goal on what a similar organization has been able to raise. “If they can do it, so can we,” may be your rallying cry. A good starting point that can motivate a deeper analysis of similarities and points of difference. A comparable organization may raise more money because they provide more extensive – or more expensive – services. They may have a strong annual giving program in place, a corps of major donors, and multi-year state or federal contracts. They may raise more money because, over the years, they have set their sights higher and built the capacity and talent needed to meet their goals.

You can base your goal on the needs of your institution. A review of projected income and expenses may show a “gap” that becomes an institution’s fundraising goal. A charter school, college or university may look at all revenue sources and operating costs, identify the gap that needs to be filled and set that as a fundraising goal that will help the institution operate at the highest level. The gap is real, but does it represent a realistic fundraising goal?

Other methods include basing your goal on what you have been able to raise in the past with a modest increase; responding to pressure from board, alumni, volunteers or community leaders; accepting a challenge grant from a donor, designed to encourage increased giving; or seeking new funding from a foundation for programs that are in line with your mission.

Wherever you start with determining a fundraising goal you need to come to a point where you evaluate the proposed goal and your ability to meet it.  This evaluation should include a sound analysis and assessment of your organization’s impact and role within the community; the strength of your board and their willingness to engage in fundraising; market research such as a fundraising feasibility study or survey; and your fundraising capacity. Whether you serve as an executive director or CEO, a board member, or a fundraising volunteer it is always wise to ask questions about fundraising goals and methods.

Leave a comment

Posted in FUNdraising Good Times

Tagged , ,

Your Talking Points

Posted on August 2, 2012 | Leave a comment

You just said yes to fundraising for an organization you believe in. It could be your child’s school, your alma mater, a local hospital, or an advocacy organization. You felt confident you could help when you took on the task, but now, upon reflection, you wonder what you have gotten yourself into. Before you look for a way to get out of your commitment, take a moment to remember why you said yes and the impact you will make by asking others to give.

Here’s a fact that can help calm your fundraising nerves: asking for a donation takes place after you have had the opportunity to talk with your friends and associates about your organization and the reason why you give. If you have agreed to help with electronic fundraising you will be communicating online, but the principles are the same.

So, before you get nervous about asking for money, think about all the good your organization does.

Next step: create your talking points. Complete the following three sentences as a way to get started. “I am committed to my organization because …”  “The think I like best about my alma mater is …” “I am most impressed by …”

These three points can serve as your emotional hook. With fundraising you want to combine emotions with facts. Facts you may want to communicate include the fundraising financial goal; how the funds raised will be used; the number of people served; and, most importantly, the organization’s quantifiable impact – locally, regionally, and nationally as appropriate. Include any recent awards or recognition received. Learn who the board members are, and where the majority of funding comes from.

Before you go “live”, practice your talking points. Write out your ideas. Say them out loud. Read what you wrote; listen; revise. The more you practice the more comfortable you will feel and the more knowledgeable you will be. These practice sessions will inform your conversations as well as your tweets, Facebook postings, and LinkedIn updates.

These talking points are your first step. They provide confidence in fundraising because they move you beyond a passionate belief in your organization into a position of being an informed advocate and solicitor. We suggest this process because it engages your heart and your mind in making the case for giving to a cause you believe in. It reduces fear and increases success.

Here’s what we have learned: many people are passionate about organizations they give to and volunteer with. However, many cannot articulate why someone else should give or volunteer. Their passion is sufficient to sustain their giving and involvement, but not enough to engage others. When you have a set of talking points you can answer questions, engage in meaningful conversation, and most importantly communicate facts and feelings that influence a giving decision.

Leave a comment

Posted in FUNdraising Good Times

Tagged

Reduce your fundraising stress

Posted on July 11, 2012 | Leave a comment

If you are responsible for fundraising for a nonprofit you know the meaning of the word stress. It comes with the job. Too often the pressure is on you – and you alone – to ensure fundraising goals are met. You may be a Vice President for Advancement for Advancement with a college, a development coordinator for a local theatre, or the CEO of a national organization. All feel the pressure.

Here is a way to reduce your fundraising stress: build a corps of fundraising volunteers. Engage your board members – one at a time – asking for help with fundraising. You can see changes by the fall.

Week One. Think about who is on your board. Who is most engaged? Attends meetings regularly? Asks meaningful questions? Who gives a meaningful gift each year? Write down the names that come to mind.

Week Two. Set a meeting with each board member who came to mind during week one.  Set it for week three. Write up your fundraising priorities for the balance of the year. How much you have to raise, and what the funds will be used for. Write up where you believe the money will come from. Are you expecting revenue from a special event? One or two grants? Gifts from individuals? Your new online giving program? Direct mail? Write down the amount you expect from each source; the names of individuals, foundations or corporations you believe will give; and dates of special events, or when your direct mail is scheduled to drop.

Week Three. Meet individually with each of the board members you identified in step one. Let’s say the first person you meet with is named Elaine. Share with Elaine the information you wrote down during week two. Share how you plan on pursuing these funds. Ask “what are your thoughts?” Do you think we can reach our goals? What am I not seeing?” Listen for her response. Ask another question, “Elaine, would you be willing to help with one of these projects?” Don’t rush to fill the silence. Listen. Elaine may say yes, or she may say no. But, you have just asked her to help solve “your” problem and in most cases she will offer suggestions for how she can assist, or other ways that you can proceed. Take notes.

Week Four. Write to Elaine and follow up on your meeting. Thank her for her time and for her suggestions. If she made specific suggestions for how she can help, include these in your email or letter. Ask if there is someone outside of the board she would like to involve in her project. Let her know you are available to support her.

Try it and see. Let us know what happens.

Leave a comment

Posted in FUNdraising Good Times

Tagged , ,

Know Your Economic Impact

Posted on May 21, 2012 | Leave a comment

For every dollar invested into your institution what is the return to the community? Is there a social impact? Political impact? Economic impact? How do you measure it? What do you track? These are questions to ask as you consider how to make the case for giving and investing in the non-profits you are involved with.

While some impacts are difficult to measure, and long-term impacts won’t manifest for years or generations, there are also impacts that can be measured. But, you have to set up the processes, methodologies and tracking systems required to collect data that will bear up under closer inspection.

Another way of communicating impact is to measure the economic impact of your organization on the geographic area you serve. An economic impact report can help “reframe” your nonprofit so it can be viewed in its fullest context as a community contributor as well as a solicitor of funding.

When stereotypes are applied nonprofits can be viewed as “takers” – organizations that “beg” for money, or are a “drain” on the community. But this is a distorted image. Especially when it comes to publicly funded institutions such as hospitals and universities. While these receive public funding, they are also major employers with employees whose incomes circulate throughout the community sustaining local businesses large and small. Their purchasing departments contribute to sales and employment for the private sector. Conferences, programs and services attract people to the region who stay in hotels, eat in restaurants, fill their gas tanks, and visit local attractions.

In short, nonprofits are important to a community’s economic ecosystem. When you write a check to a nonprofit you invest in both the organization and the community in which it is located.

Here’s an example. The Jackson State University Center for Business Development and Economic Research recently completed an economic impact report showing that the University contributes an estimated $413 million and 8,700 jobs to Mississippi’s economy on an annual basis. This is a $1.86 return on each dollar invested by the state in the University.

“Jackson State University is truly a major economic engine of not only our city, but the state as a whole,” JSU President Carolyn Meyers said in a press release. “We know that our success fuels the success of Mississippi. As our enrollment continues to grow, we expect our economic impact to be even greater.”

Their payroll is $57 million for 1,542 full-time employees and more than 500 part-time workers. The institution spends an estimated $95 million on local goods and services, and students spent another $85.9 million in local economy, generating $1.4 million in Jackson-metro sales taxes.

It takes time and resources to measure impact, but it’s an investment that pays returns. You have to show your impact.

Leave a comment

Posted in FUNdraising Good Times

Tagged , , ,

Know Your Legal Responsibilities

Posted on March 20, 2012 | Leave a comment

You may not be a lawyer, but you should know your non-profit related legal responsibilities…

What legal issues should you be aware of regarding your involvement with non-profit organizations? Wanting to provide executive directors, board members, employees and volunteers with information, we talked with Mr. Van Turner a partner in the law firm of BRITTENUM BRUCE, pllc (“Brittenum Bruce”). Mr. Turner’s law practice is concentrated in the areas of business and commercial litigation, business transactions, government relations, municipal law, and estate planning. Most importantly he is also an experienced board member.

Understanding that no interview can take the place of legal counsel, we asked Mr. Turner to help provide a high-level overview of the types of legal issues that can emerge within the non-profit sector. We started at the beginning, asking Turner what it means to be a “501 c 3” organization and what it takes to start one, and we continued with questions about managing endowments, fiduciary responsibilities, taxes, and who is “really in charge” – the board or the executive director.

Our interview is below, followed by more information about Attorney Turner.

Saad & Shaw: Let’s start at the beginning. What does it really mean when an organization is a nonprofit organization? What is a “501 c 3” organization?

Attorney Turner: A nonprofit association is a corporation or corporate entity which is not primarily organized to make a profit. In fact, nonprofits are organized and operated exclusively for religious, charitable, or educational purposes. The “501 c 3” language comes from the United States Internal Revenue Code and section which defines the types of organizations which are exempt from federal income taxes. In essence, for profit corporations must pay federal income taxes and nonprofit corporations do not have to pay federal income taxes.

Saad & Shaw: Related to that, what does it take to start a non-profit?

Attorney Turner:In order to start a nonprofit, an individual must first complete and file a 1023 Form with the IRS. One must also file the Articles of Incorporation with the Secretary of State in which the company will be headquartered, form a board of directors to govern the company and develop by-laws to govern the board of directors.

Saad & Shaw: What about the board of directors? What are the legal responsibilities of the board of directors? What is their role? Do they run the organization or does the executive director or CEO?

Attorney Turner: The board of directors has a fiduciary obligation to the organization. The legal definition of fiduciary is a person or entity entrusted with the duty to act for the benefit of someone else or something else. A person acting in a fiduciary role must exercise a high degree of care and must subordinate his or her own personal interests in the event that there is a conflict. While the executive director may handle the day to day obligations of the nonprofit, ultimately, the legal responsibility for the organization lies with the board of directors. For example, if the board must decide between what the executive director wants to do and what is in the best interest of the nonprofit, the board has a responsibility to do what is best for the nonprofit.

Saad & Shaw: What should the leadership of a non-profit be aware of when it comes to entering into contracts for goods, services and/or property?

Attorney Turner: The leadership should be aware that he or she is an agent for the nonprofit when entering into contracts. If the board of directors allows the leadership or the officers to negotiate and handle contracts, then everyone must understand that the executive director is binding the nonprofit to the deal. Therefore, if the board later decides that the contract is not good, they cannot come back and rescind the contract without a validly legal reason. The board of directors must make it clear in the by-laws whether it wants to approve every contract or allow the leadership to handle the contracts without board approval. What I usually see is that the board allows the leadership to contract up to a set amount and anything above that amount must be approved by the board.

Saad & Shaw: What about financial management? Are there specific oversights, policies or procedures that need to be in place? What happens if the money just disappears?

Attorney Turner: Yes, of course. A nonprofit is like any other business in that regard. Solid financial management is a must. It is advisable to address a system of checks and balances in the by-laws and to require an annual audit of the financial records. If the money just disappears and the board allows it to happen, then the board will be held accountable along with whoever took the money. If the board had strong procedures and the officers simply stole the money, then the board should probably investigate seeking criminal as well and civil remedies against the bad actor. The nonprofit could also purchase insurance to help cover the cost of theft or embezzlement.

Saad & Shaw: What about gifts and pledges? What should a nonprofit be aware of when accepting a gift or pledge?

Attorney Turner: I suggest that the nonprofit develop a gift acceptance policy. This policy will assist developing a planned and orderly method of knowing which gifts to accept and how to handle the gifts when accepted. For instance, if property is donated to the nonprofit, the nonprofit must develop a procedure for making sure they are receiving good title and that they are not accepting a landmine which would cause more headaches. Also, the policy could assist with spelling out some of the tax issues which may come-up with certain types of gifts.

Saad & Shaw: Is a written pledge really legally binding? If a donor commits to giving a certain amount to an organization, can that person really be held accountable?

Attorney Turner: A written pledge can be legally binding in some states if there is consideration involved. However, this is a state-specific issue and may vary from state to state. Consideration is simply “the thing of value” each party to a contract agrees to give in exchange for what he or she receives. So, for instance, if a nonprofit was going to name a building for someone who pledged a large sum of money and the nonprofit began construction on the project, the court may rule that there was consideration and find that the donor is legally bound to the pledge.

Saad & Shaw: Many of the leaders we talk with are interested in growing an endowment for their organization. Are there specific legal requirements associated with growing and managing an endowment?

Attorney Turner: I would again suggest creating a policy to handle the endowment. One particular issue that I see with an endowment is that the board would likely need to contract with another entity to assist with the financial planning and management of the endowment. The endowment needs to be invested correctly, and the board should have a policy in place to make sure an expert is retained to handle the endowment funds.

Saad & Shaw: What about receiving property from a donor? Or selling property?

Attorney Turner: I believe that the gift acceptance policy should specifically spell out what happens with donated property. Buying and selling property requires much more than executing a simple contract. The title of the property must be analyzed, insurance must be purchased, the proper disclosures need to be made, and the financing, if any, must be analyzed very carefully.

Saad & Shaw: Everyone says nonprofits don’t have to pay taxes. Is this true?

Attorney Turner: Yes, nonprofits are exempt from paying federal income taxes as long as they maintain their charitable purpose, apolitical purpose. I must note here that nonprofits are forbidden from engaging directly in politics. While 501 (c)(3) nonprofit corporations can encourage the franchise of voting by encouraging citizens to vote, they cannot support one candidate or one political party over the other.

Saad & Shaw: let’s talk about the not-so-pleasant possibilities. What about embezzlement and misappropriation of funds? What happens if someone suspects that this is going on? What actions should be taken by the board or executive leader?

Attorney Turner: The board should immediately remove the executive leader from the bank accounts. Further, the board should then request an audit to see what has been misappropriated. Furthermore, the board should also alert the authorities as to what has occurred. The board should also seize the executive’s computer. Even if the executive has deleted emails and materials on the computer, those materials can be retrieved and can assist in trying to figure out what happened with the money.

Saad & Shaw: We have covered a lot of issues in this conversation. Do you have any last words of wisdom for our readers?

Attorney Turner: Remember that the board has a fiduciary obligation to run the nonprofit. This means that if the board does not have the expertise, it should retain the expertise to make sure it is correctly conducting the business of the nonprofit. As the old saying goes, “an ounce of prevention is worth a pound of cure,” and this simply means that taking time out on the front-end to develop solid by-laws and policy and procedures can prevent several issues later on as the nonprofit develops and grows.

Saad & Shaw: Thank you Attorney Turner.

About Attorney Van D. Turner

Van D. Turner, Jr. is a partner in the law firm of BRITTENUM BRUCE, PLLC (“Brittenum Bruce”). Mr. Turner’s law practice is concentrated in the areas of business and commercial litigation, business transactions, government relations, municipal law, and estate planning. Before joining Brittenum Bruce, Attorney Turner was of counsel at Butler, Snow, O’Mara, Cannada & Stevens, PLLC (“Butler Snow”). Prior to practicing at Butler Snow, Mr. Turner served as Associate General Counsel for the Board of Education of the Memphis City Schools and as judicial law clerk for the Honorable Samuel Hardy Mays, Jr., federal judge for the United States District Court for the Western District of Tennessee.

Attorney Turner participates and has served on the board of directors of several legal professional organizations, including the American Bar Association, the National Bar Association, the Tennessee Bar Association, the Mississippi Bar Association, and the Memphis Bar Association. Mr. Turner’s most notable honors include Memphis Business Journal, 2007 “Top Forty Under 40”, Super Law Magazine, Mid-South Rising Stars for 2010 and 2011 in the areas of litigation and government relations, and selection as a Barrister in the Leo Bearman Sr., American Inns of Court. Mr. Turner has also served as an adjunct professor at the University of Memphis, C.C. Humphreys School of Law.

Mr. Turner earned his Bachelor of Arts degree from Morehouse College in Atlanta, Georgia in 1997, with Phi Beta Kappa and magna cum laude distinctions. After serving as an Assistant Teacher of English with the Japanese Exchange and Teaching Program in Yamanashi, Japan, Attorney Turner returned to the United States and attended the University of Tennessee College of Law, where he earned his Doctor of Jurisprudence in 2002. Mr. Turner is licensed to practice law in Tennessee and Mississippi.

You can reach Attorney Turner at vturner@brittenumbruce.com  or (901) 271-3794.

Leave a comment

Posted in FUNdraising Good Times, People

Tagged , , , ,

Volunteers: The Key to Nonprofit Success

Posted on February 27, 2012 | 1 comment

Fundraising: Nonprofit board roles and responsibilities – Part 5

Volunteers are at the heart of fundraising. They make all the difference in the world. They are passionate, connected, creative, and talented. And they need to be managed. Ask anyone who has served as a fundraising volunteer and you will quickly learn what made their experience great and what fueled disappointment. Perhaps you, as a volunteer, have experienced the joys and the pitfalls.

Here are some things to keep in mind. As an organization, make sure you know exactly what you want people to do before seeking volunteers. Create a one-page document outlining “roles and responsibilities” for each type of volunteer you need. Outline expectations for event volunteers, members of the phone-a-thon committee, or the corporate sponsorship committee. It may sound like a lot of work, but if people don’t know what you are asking them to do, it is hard for them to hit the mark.

If you are asked to help with fundraising, ask questions before saying “yes.” If you are not provided with written roles and responsibilities, request them. Here’s how to say “yes” while setting boundaries around your involvement:  “That sounds like something I can do. Would you write up your expectations, and any dates I should be aware of? I will review and confirm.”

When you say “yes,” treat your volunteer commitments as seriously as you treat your personal and professional commitments. Apply your talents and creativity, ask questions, engage your network.  You can provide valuable resources and leadership that are beyond the scope of staff.

As a volunteer you can make a difference by providing printing, web design services, meeting facilitation, a reduced or no-cost lease, food, legal services, transportation or products/services directly related to the organization’s mission. You can host a gathering at your office introducing the organization to your peers and encouraging them to give money and pro-bono services.

As a staff member, you need to be prepared to manage volunteers and respond to their requests and ideas. Allocate time for this. Be prepared to change how you do business. Volunteers may make requests that stretch your resources and your thinking. You may feel frustrated. That’s natural, but unhelpful. Be prepared to partner and to change.

Volunteers can take you to new levels; they can open doors that staff only dream of. Be prepared. Clearly communicating roles and responsibilities sets a framework for accountability. From there you can negotiate as volunteers bring new ideas to the table. You can choose to think of volunteers as “prima donnas” who take up your time. Or you can consider their requests and ideas as reasonable responses that arise out of their desire to help you. If your organization allocates adequate time to managing and supporting volunteers all parties can benefit.

© Copyright Saad & 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.

1 Comment

Posted in FUNdraising Good Times

Tagged , , , ,

Your fundraising quarterback: Staff

Posted on February 23, 2012 | 4 comments

Fundraising: Nonprofit board roles and responsibilities – Part 4.

Have you heard this before: “We’ll hire the right person and they will raise the money.” Hmmm…. If only fundraising were so simple. Here’s a short list of problems associated with this perspective. First, the board is ultimately responsible for fundraising and needs to be engaged at all times. Then there’s the issue of how to identify, hire, manage and retain experienced fundraisers. Let’s not forget the adage “people give to people” which includes peer-to-peer fundraising.

While fundraising staff cannot go it alone, there is plenty they can and should focus on. Their number one priority is to support and supplement the fundraising work of board members and volunteers. Fundraising professionals are actually volunteer managers who identify, motivate and support the work of volunteers. They have strong people skills.

As a means of supporting volunteers, staff develop materials that “make the case” for giving to your organization. They develop and manage the fundraising plan, organizing the work of volunteers, employees and others. Working closely with the CEO and chair of the development committee, they keep the board up-to-date on fundraising successes, challenges, and opportunities.

They also maintain accurate information on current and prospective donors, produce reports that show funds raised from different sources using different methods; manage online and direct mail campaigns; write proposals and submit reports to funders; send thank you notes and gift receipts; and manage special events.

Fundraising staff are responsible for building infrastructure and capacity. They help ensure marketing and communications tie to fundraising, and, as appropriate, help develop cause marketing programs and donor benefit packages. They focus on fundraising all day, every day.

Finally, here are some things to consider. Demand for experienced fundraisers is greater than the supply. Many individuals have experience in one or two aspects of fundraising, but may not have experience with the methods your organization uses. Staff need to be managed by the executive director. They need to have measurable goals they can reference when allocating their time on a daily or weekly basis. “Raising enough money to cover the budget” is not an adequate goal and will not ensure the financial health of your organization. We recommend goals such as “prepare for and facilitate six meetings with fundraising volunteers” or “identify 30 new prospective donors who can give $1,000 or more” or “working with board members identify three local businesses interested in pursuing a cause marketing program.”

When hiring, consider people new to fundraising with successful sales experience. Many understand the identification, cultivation, solicitation, stewardship cycle and are experienced meeting goals. Always allocate time for staff to attend meetings or conferences of the Association of Fundraising Professionals and for other training and networking opportunities.

© Copyright Saad & 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.

4 Comments

Posted in FUNdraising Good Times

Tagged , ,