Tag Archives: fundraising

$45,000 Raised by First Time Fundraiser

Posted on July 28, 2014 | Leave a comment

An Interview with Judy Davis – Part One

Judy Davis, fundraising, FUNdraising Good Times, Metal Museum, first time fundraising, leadership, ArtsMemphis

Judy Davis

We eat, drink and sleep fundraising. It’s what we love. We truly enjoy and embrace the people and organizations we work with. We get excited when clients take the tools we develop for them and put them to work. We cherish their successes and most importantly we celebrate their work. At the end of the day fundraising is all about attracting resources for nonprofit organizations and institutions that make a difference in people’s lives. While not every organization is in a position to hire fundraising counsel, there are so many people doing wonderful things who need just a few suggestions, or some new information so they can do a better job and raise more money. These are the people we write FUNdraising Good Times for.

This column is our way of giving back and sharing information about fundraising, fund development and the important roles of nonprofit board members, staff and volunteers. It was almost nine years ago that FUNdraising Good Times debuted in The Globe Newspaper in Oakland, CA. There are now 30 papers and two magazines from around the country that publish this column. This commitment on the part of publishers and editors demonstrates their commitment to growing the nonprofit sector and supporting the people who give their time and energy to serving others.

We cherish our readers, though most are unknown to us. As writers you don’t always “meet” your audience. But, we did recently met a reader who embraced us sharing “I read your column all the time.” We were conducting a workshop for the ArtsMemphis community engagement fellows when Judy Davis came up to us and shared that she raised $45,000 using suggestions from our column. That caught our attention and we had to learn more!

We learned that Davis, the membership outreach manager at the Metal Museum in Memphis, played an important role in The 10th Anniversary Gates Campaign. The museum was celebrating the 25th anniversary of the most beloved part of their permanent collection – the 10th Anniversary Gates. These are metal gates adorned with 331 unique rosettes that were contributed by over 200 metalsmiths from around the world. After 25 years of exposure to the elements the gates and rosettes desperately needed restoration. This required removing, repairing and cleaning each rosette, and then sandblasting and repainting the gates.

The campaign raised $45,000 by inviting museum members and visitors to “sponsor a rosette” with individual donations ranging from $100 – $500. Each rosette sponsor received a credit line in a catalog published to commemorate the rededication of the newly restored gates on Mother’s Day, 2014.

This was Davis’ first professional fundraising project and she was armed with inspiration and information from our columns.

Next week: The details!

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 on Twitter: @saadshaw.

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Welcome home baby boomers!

Posted on July 14, 2014 | Leave a comment

Part two of a two-part series

African American male, baby boomers, community leadership, fundraising, community development, leadership development, AARP, AgingTalented leadership is always in high demand. The question is: where do you look for leaders, who are you overlooking, and how do you effectively sustain their involvement? When recruiting talent for your organization, business or municipality make sure you consider individuals over age 55. Here’s what we know – these “so called seniors” represent a growing percentage of the population, and many have experience, education, and connections that can transform communities and organizations. They can provide valuable leadership in the civic and nonprofit sectors, when called upon.

It is important to consider individual seniors for individual positions in organizations, agencies and businesses. It is equally important to create a local or regional organizational structure that attracts and engages older individuals who want to make an impact. In many communities there is an organized effort to attract and retain young leaders. A similar effort should be made to engage older residents. Care is taken when recruiting younger talent, and similar attention should be paid to the recruitment and engagement of older talent.

For example, when looking at community development, economic growth, transforming education, or increasing cultural opportunities “seniors” can be major contributors. Many have skills, experience and relationships that have been developed over years and decades. Those who had careers as corporate executives and managers have worked in communities across the country and can bring that national exposure and learning to your local community. They can play key roles on local and state civic boards and commissions. Their strategic thinking and board service in other communities can add value to local nonprofit boards.

Creating a structure that focuses on engaging the talent of seniors can yield financial and civic rewards. Such a structure can also serve as a formal way to “welcome home” those seniors who are returning to the community after careers in other parts of the country, or internationally. Consider this: What mechanisms are in place to engage people returning home, to introduce them to current stakeholders, and to facilitate their community engagement?

Evaluate local programs that target young, talented professionals for civic engagement. Could a similar program be developed for talented seniors? What structures can be created to welcome and engage individuals who had successful careers in other parts of the country, as well as those who worked regionally? What meaningful paid and unpaid opportunities are available? This is not a generation looking to “lick envelopes” – these are talented leaders who can strategically add value and help define solutions to pressing civic issues.

Take a look around and see who’s in town. Identify who is coming home and create a strategy to engage them. It’s mutually beneficial: a win for the community, and a win for seniors. Don’t let stereotypes render top local talent invisible.

Image courtesy of stockimages / FreeDigitalPhotos.net

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 on Twitter: @saadshaw.

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Compromise, relationships and faith

Posted on June 30, 2014 | Leave a comment

Part three of a three-part series on private/public partnerships

Embrace, fundraising, public private partnership, how to build a private public partnership, Bayview Hunters Point Multipurpose Senior Services, BHPMSS,Saad&Shaw: What role should board members be prepared to play in developing such a partnership?

Cathy Davis: Board members have to be willing to accept greater scrutiny and more responsibility for understanding the legal implications of the partnership(s). There are many changing parts, so board members have to be willing to utilize the legal consultants and move forward at critical stages. They also need to increase fundraising capacity and promote the agency.

Saad&Shaw: In your opinion, what types of nonprofits are more suited to such partnerships?

Cathy Davis: Non-profits that are willing to take well-calculated risks are most suited to such partnerships. You have to be willing to be flexible and grow as the partnership grows. Everything will not go your way, and you have to be willing to compromise. Political connections are important for public partnerships that involve governmental assistance. The agency has to be strong enough to stand up for what is needed. It also has to be able to compromise when it is in the best interest of the project moving forward.

Saad&Shaw: In your experience, are these partnerships designed to be short or long-term relationships?

Cathy Davis: Partnerships are long term relationships that develop over time. They are with agencies, not with personnel of any of the partners because individuals change jobs. You must get everything in writing, so when individuals leave, the commitments remain. For example, due to his passing, we lost our Executive Director in the middle of the process. Our agency was committed and I was selected as the new Executive Director. Having worked hand-in-hand with Dr. Davis, my husband, I was committed to expanding the long term partnerships. Partnerships are also about relationships and you have to continue to cultivate them. When personnel changes, you enroll the next person on the importance of the project and the previous promises made.

Saad&Shaw: What can a nonprofit expect to achieve through such a partnership?

Cathy Davis: A non-profit can take on bigger projects with partners than they could do otherwise. They are able to expand their knowledge base by adding partners with specific expertise that the nonprofit does not have. Each partner has access to resources that the non-profit does not have access to on their own. Some funders require expertise that a nonprofit doesn’t have or the non-profit has yet to experience.

Saad&Shaw: How does a nonprofit begin a conversation about a private/public partnership? Who initiates this conversation? Where do you go to find out information and opportunities? How did it begin for you?

Cathy Davis: The executive director needs to begin the conversation and enroll others in why the partnership is needed and who will benefit. In our case Dr. Davis decided on the vision and then found people who would help. He bypassed people who said it wouldn’t work and went to those who supported the idea. You find the help you need by following through on leads and making friends along the way. Political allies need to be cultivated and connected to your agency’s mission. The more we put it out there, the more opportunities came our way. It was important to us as a community-based organization that we solicit the partners we wanted to work with. We interviewed our development partners and ensured that we were considered their partner, not their charity.

Saad&Shaw: What have your learned from your experience that you want to share with others.

Cathy Davis: Don’t quit until the miracle happens! Many times along it way, it did not seem that it would happen. Never lose sight of why the partnership exists in the first place. There are people depending on you to come through. At some point the project becomes bigger than you and bigger than your agency. It takes a strong partnership with the community to make a big project happen. Insert yourself and ask questions. It is important not to sell out your principles for the easy way or for money that has too many strings attached. You have to believe it will happen before it happens. When all else fails, your faith and passion for the mission will carry you through.

Learn more about BHPMSS at http://bhpmss.org/

Did you miss:

Part One: How to Create a nonprofit partnership with private and public sectors

Part Two: Accountability and Trust: Keys to Partnership

 

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 on Twitter: @saadshaw.

 

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Accountability and Trust: Keys to Partnership

Posted on June 23, 2014 | 2 comments

Part two of a three-part series on private/public partnerships

BayviewSeniorHousing, fundraising, public private partnership, how to build a private public partnership, Bayview Hunters Point Multipurpose Senior Services, BHPMSS, African American fundraising

Bayview Senior Housing

An interview with Cathy Davis, executive director of Bayview Hunters Point Multipurpose Senior Services, Inc.

Saad&Shaw: Based on your experience, what does a nonprofit have to have in place in order for a private/public partnership to work?

Cathy Davis: A non-profit has to have its house in order to work with other partners. For an African American agency the stakes are higher and the bar is raised higher because of the general lack of trust given to African American based agencies. You have to work harder with less and maintain your integrity at all times. That is just the way it is and surrendering to it allows you to be prepared in the ways you need to be.

The public sector requires a great deal of accountability and as non-profit we had to prove our capacity to provide services and then be able to step into the partnership. You don’t have to be perfect, but you have to be willing to change and be more accountable.

Each partner has to recognize their strengths and weaknesses and be willing to rely on the partner with the best expertise. At some point you have to trust each other’s expertise.

Saad&Shaw: What are the challenges that a nonprofit may encounter in creating a private/public partnership?

Cathy Davis: There are many challenges for a non-profit to be in a good negotiating position with public and private partners.   The board has to understand the process and be willing to risk the agency’s credibility and finances along the way. Ultimately there are no guarantees: taking on large projects requires a leap of faith. Be ready to be called a “sellout” or a “greedy” non-profit by others who are not willing to partner with for- profits or the City. You will be tested and asked to support the efforts of the City: this goes with the territory if you want funding from them. You will be told you are “too small,” you have no experience doing this, or you are “over your head” – often in subtle ways.

Saad&Shaw: What were the advantages of creating a private/public partnership?

Cathy Davis: We needed each other to make the project happen. As a local non-profit we know what the community needs and were able to garner political support. The developer had the financial clout and expertise to build it. The City had access to funding, understood the process of working with other city departments, and was able to sell the project to city officials. We were able to access $58million for our project through City, State and low income housing tax credits. Our agency had no history in housing development and we were able to create the partnerships to make this happen for the community.

Next week: Compromise, relationships and faith

Did you miss Part 1: How to create a partnership with public and private sectors

Learn more about BHPMSS at http://bhpmss.org/

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 on Twitter: @saadshaw.

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How to create a nonprofit partnership with private and public sectors

Posted on June 16, 2014 | 4 comments

Part one of a three part series

Cathy Davis

Cathy Davis, Executive Director, BHPMSS, Inc

Private/public partnerships are promoted as a collaborative way to bring people and resources together across sectors. A recent example of public/private partnership is the development of senior housing in San Francisco’s Bayview Hunters Point community. We are proud to be affiliated with this project and have witnessed the many twists and turns it has taken over the years. We asked Cathy Davis, the executive director of the Bayview Hunters Point Multipurpose Senior Services, Inc. (BHPMSS) to share the specifics of her partnership so that you, our readers, can begin to imagine what a partnership could look like for your organization or institution. Her story is specific to her community: your story will be specific to the community and people you serve.

Saad&Shaw – Please share with us the importance of the senior housing that BHPMSS and its partners are building.

Cathy Davis: The new senior housing will make it possible for seniors to age in a secure and familiar place — their own community — close by to friends and family. The housing is part of our vision for an Aging Campus, a concept that is already reflected in many of our current programs. When fully completed, our new supportive housing and state-of-the-art senior center will offer Bayview seniors everything necessary to make their lives comfortable and fulfilling, including: affordable housing, a safe and nurturing environment; a wide choice of planned activities (recreational, spiritual and educational); special events; preventive healthcare services; and excellent daily nutrition. We will continue the exceptional level of care for which BHPMSS is already well known: a compassionate and caring staff; a safe, secure and comfortable environment; accessible transportation; exciting field trip adventures; and creative programs and community events.

Saad&Shaw: Please describe the private public partnership that BHPMSS created, who the partners are and how each benefits the community and each of the partners?

Cathy Davis: BHPMSS initiated the public partnership for our new housing and senior center through Dr. George Davis (my husband), who was a community organizer, gerontologist and political strategist. He had a vision for what he wanted and he was willing to tell everyone about it. He enrolled the board of directors, staff, all the city officials, politicians and the community at large in creating the “Aging Campus”.

Our developer became our partner because of their respect for community building. As a for-profit developer they work with community non-profits, rather than compete with them. We found that many non-profit developers do not need another non-profit to support their work because they have the non-profit designation.

Our relationship with the City is longstanding: we are advocates and they are a funder. We attended numerous meetings, workshops and listening sessions to advocate for what was needed in our community. City funders utilize a community process and you have to be willing to play the game, the way it is played. The City benefits from a large community process that includes stakeholders and points the way.  They want to fund popular ideas that have widespread support and solve a problem.

Saad&Shaw: What is your definition of a private/public partnership?

Cathy Davis: A private/public partnership benefits all parties working together for a common purpose that ultimately benefits the intended clients. Each party has their own interest that has to be served in order to move forward. Collectively they have to be able to work as a team.

Testimonial video about BHPMSS senior housing – meet the people who helped make the vision and the dream come true.

Next week: Accountability and trust

Learn more about BHPMSS at http://bhpmss.org/

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 on Twitter: @saadshaw.

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How to sabotage your fundraising efforts

Posted on June 9, 2014 | 1 comment

fundraising errors, errors in fundraising, fundraising, planning, donor stewardship, fundraising mistakes,Fundraising is about asking for money. That’s the common perception. But is it the truth? Here’s what we have learned from our extensive work with nonprofit organizations, colleges and universities, individual donors, program officers and foundation executives: fundraising is about much more than asking for money. Individual solicitations, proposal submissions, 5K runs, and galas are methods and tactics. Behind these are the fundamentals of your nonprofit’s business. These fundamentals often influence giving and the amount of a gift.

Here are a few examples of business decisions, missteps and indecisions that can contribute to a lack of investment in nonprofits.

  1. Fail to articulate and diligently pursue your niche
  2. Operate without a multi-year strategic plan
  3. Seek capital investments without a strategy for growing revenue for operations
  4. Accept a gift for a specific purpose and use it for another purpose.
  5. Be slow in sending out thank you letters. Create a form letter and send it out with a computer generated signature at the end of the month.
  6. Allocate funds in ways that are not in line with your core priorities
  7. Offer executive compensation that is out of line with salaries of other employees and the community
  8. Isolate your organization from community stakeholders, the business community and those you serve

Many of above are things we have heard from major donors. One thing we know about major donors is that not all of them start out as major donors. And many do not announce themselves as such. This is true of individual donors as well as foundations and corporations. Treat everyone well. Demonstrate that you are serious about your business and communicate that consistently in words and in actions.

Here’s a recent quote from a major donor, “You have to recognize my giving. Not just for me, but to inspire others. People don’t understand that in recognizing me you are inspiring others to give.” Don’t make the blunder of minimizing the contributions of major donors. If you don’t have a donor recognition program, put one in place. Be consistent in how you recognize donors. Value your relationships. And don’t be deceived by people who downplay a desire for recognition. Very few people will tell you directly, “I want to be recognized.” It is your job to recognize donors in a first class way. Don’t be afraid to consider naming opportunities as appropriate.

In regards to gifts from foundations and corporations: remember that people work in these institutions. They remember whether you submit your report on time, if you invite them to events, update them on your progress, and – most importantly – whether or not you achieve the goals outlined in your proposal.

Take care of the business of running a nonprofit: it will support your fundraising.

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 on Twitter: @saadshaw.

Image courtesy of Stuart Miles / FreeDigitalPhotos.net

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The important role of an RFP

Posted on June 2, 2014 | Leave a comment

RFPNonprofit organizations often secure the services of fundraising related consultants and contractors to support operations and growth. Services may be needed to supplement the expertise of current staff, to add specific skill set for a limited amount of time, or because it is more cost effective to contract for services than to hire full-time employees.

Services that could be put out to bid include direct mail, special event design and management, proposal writing, feasibility studies, campaign counsel, online giving, marketing and advertising, prospect research, executive and employee search services, technology, training services and staff development, premiums and promotional materials, and phonathons.

In all cases a written request for proposals (RFP) helps facilitate a successful engagement.

While it takes time to craft an RFP there are many benefits to be achieved. First, the process will force you and your team to think through what you want to achieve from engaging an outside firm. It serves as a basis for the scope of work that will guide the firm’s work and your evaluation of it. You will have a better idea of the amount of time and resources required by your organization to support the work of the contractor or consultant. You will have created a “fair playing field” for those who are competing for your business, and a basis from which your team can evaluate proposals.

Getting started. Convene a team to create the RFP and establish a method of evaluation. Most RFPs include a brief organizational overview and history; a project description, budget, and timeframe; requirements related to experience, capacity, and technology; and submission deadlines and dates by which decisions will be made. Evaluation includes determining, for example, the importance of methodology, experience, and price. Are they equally weighted, or are methodology and experience more important than price? How will “points” be assigned? On a scale of 100, would each receive 33.3 points, or would 40 points be assigned to methodology, 50 to experience and 10 to price? Scoring RFPs reduces subjectivity, provides management with a rationale for contracting, and provides vendors with the opportunity to learn how their proposal rated and why.

Regardless the size of your organization, the RFP process provides an opportunity to evaluate proposals on an “apples-to-apples” basis. If you are not required to issue an RFP and have already decided which vendor you want to work with, think long and hard before issuing one. Staff, board members, volunteers and vendors all invest time and resources in the RFP process: a common complaint is that the process is a “sham,” as a decision had been made in advance. Finally, the RFP process can diminish conflicts of interest and contribute to transparency and accountability. It is another way to strengthen the health of your nonprofit.

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 on Twitter: @saadshaw.

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Who is your ideal partner?

Posted on May 26, 2014 | 1 comment

fundraising, leadership, partnership, special events, fundraising campaign, how to lead a fundraising campaignHow do you become a successful nonprofit fundraiser? What is the secret to success? An engaging personality, relationships, tenacity, creativity, sales ability and consistent follow through are some of the attributes of success fundraisers. Here’s another: teamwork! Successful fundraisers don’t go it alone: they always have a partner. It is flattering and humbling to be asked to play a role in raising funds for an organization you believe in. You can increase your chances of success by picking the right partner to work with.

If you are asked to help organize a marathon, a concert, or a phone-a-thon you can double your impact by getting a partner. If you are asked to lead a capital campaign, an alumni campaign, or local disaster relief campaign get a partner and double your impact. When agreeing to help with fundraising make your answer, “Yes, and I’d like to have a partner work with me. So-and-so is a great asset and he has volunteered to work with me on this project.”

When you have a fundraising partner you have someone to bounce ideas off of, to make plans with, and to inspire you if you feel discouraged. If you know there are times when you will be you of town or otherwise committed, your partner can fill in for you and keep the process moving. When you have an effective and supportive partner fundraising can transform from an obligation into a fun challenge. You set a financial goal and work together to figure out how to reach it.

Here are a few things to consider as you contemplate who could be your ideal fundraising partner. Reflect on who you know personally, professionally, through worship, family connections, and/or community life. It would be ideal to partner with an individual who has a track record of successful fundraising. But that alone is not enough! Think about who also shares an interest in the work of your nonprofit and its values, and who has demonstrated commitment and follow through in other areas of their lives. Think about who you have helped in the past, and who might “owe you one.” Look for a person who gets things done, doesn’t accept failure, and always has a “plan b” and a “plan c” in their back pocket. Another ideal characteristics: people who have the power, influence and wealth to easily engage others in meeting your fundraising goal. Finally, the most important characteristic is that of accessibility. You want a partner you can reach by phone, text or email and who is not too busy to give his or her full attention to your joint project. They make your fundraising project their project.

If this sounds simplistic, that’s because it is. Find a partner, put your heads together, and have some fun raising money.

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 on Twitter: @saadshaw.

Image courtesy of artur84 / FreeDigitalPhotos.net

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Fundraising reports: clarity or obfuscation?

Posted on April 28, 2014 | Leave a comment

Fundraising reportsFundraising reports can clearly communicate progress towards agreed upon goals and milestones. They can also take a lot of time to produce. They can be confusing. They can have too much detail, or too little. They can engage and energize. They can also obfuscate.

Through our work we have been exposed to the diversity of fundraising reports. We have seen staff focus all their attention on producing reports per board requests, only to have board members request different information in the meeting. We have watched board members’ heads nod trying to stay awake during fundraising presentations that include slide after slide of comparisons against prior years, goals, and other benchmarks. We have flipped through binders that include copies of proposals submitted, detailed gift reports that list each gift from $1 to $1 million, and lists of potential donors. We’ve heard board members complain, “with all that paper I still don’t know how much we need to raise.” And we’ve heard the exasperation’s of staff, “They want to know why we didn’t meet goal, but when we explain they aren’t interested.”

Producing fundraising reports can consume valuable time for a small, emerging or under-resourced nonprofit. Yet these reports are vital to the fundraising and oversight responsibilities of a board. The challenges and frustrations that arise when producing or reviewing reports can reflect an organization’s fundraising capacity and infrastructure. Examples include software or a database that can’t produce reports the board requests, or gifts that are entered incorrectly or categorized inconsistently. Frustrations over reports can also underscore an underlying tension between the board and executive. Streamlining the fundraising report process can help clarify an organization’s health and expose challenges and opportunities. Taking the time to identify the important information the board or campaign committee wants to review and measure, and determining how to succinctly present that information can help increase organizational health.

We want to know about your experiences. As a board member, development professional, volunteer or staff person, what are your thoughts on the types of fundraising reports that support transparency and accountability? As a board member, what are your expectations when attending a development committee meeting, or hearing a fundraising report at the full board level? As a development professional, what will help you support and engage board members and volunteers?

In your opinion, what are the five things board members or fundraising volunteers should track? What are your pet peeves? Your suggested solutions? Do reports engage board members and volunteers, or push them away? Do your reports include acronyms, language and references that people don’t understand? Are there guidelines for how gifts are categorized and credited? Tell us how your organization improved its reporting.

We want to know your thoughts and will share them in a future column. Please email us at news@saadandshaw.com

Image courtesy of Stuart Miles / FreeDigitalPhotos.net

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 on Twitter: @saadshaw.

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How to keep a fundraising job

Posted on April 21, 2014 | Leave a comment

Part two in a two part series.

fundraising, fundraising career, tips for development directors, how to succeed in fundraising, executive director and development director relationships, president and vice president for advancement relationshipsWe have seen nonprofit executive directors and college presidents pull their hair out over their relationship – or lack of a relationship – with their development staff. There are magic words development professionals say that pour gasoline on a slow smoldering fire. Here are a few.

“I don’t have enough staff.” While this may be true, it is not a conversation starter. You must effectively deploy current staff before requesting more. A staffing request should be accompanied by a plan showing how new staff will increase revenue over-and-above the added salary line. “The event was a great friendraiser.” A fundraising event that fails to meet goal is not a successful friendraiser. “We couldn’t meet the proposal deadline….” There is no reason to miss a proposal submission date: plan ahead, and submit in advance.

“The annual appeal didn’t go out until January.” It doesn’t matter that it was ready to go on December 27th. Year end appeals should go out in October. November at the latest. “I am heading up a community solicitation program for the chamber.” Yes, your boss wanted you more involved with the community, but not like this. “Can you meet with a potential, major gift prospect in the next five minutes?” The point is you have to coordinate donor and funder visits with your executive. “I have a personality conflict with the chair of the alumni association.” Managing relationships is a key responsibility for a development professional. You cannot alienate one of your most important constituencies.

“The person with that information is out on sick leave.” This classic drives executives crazy. It doesn’t matter that it’s true: you need backup systems and cross-trained staff. “We are waiting on ABC foundation to take us over the top.” Too often this is the gift that never arrives. Don’t wait for a gift to make your goal: keep working a pool of prospects with the capacity to give three times your goal. “We made goal, but all gifts are restricted.” We know this is an exaggeration, but there’s a grain of truth: be careful with gift counting.

Here are a few other favorites: “Can you attend a check presentation of $1,000 in Chicago?” “I can’t tell you how much we raised because of a computer problem.” “Mr. Longwinded volunteered to make remarks at the grand opening.” Two more that are sure to annoy: asking for a raise when you haven’t met an agreed-upon, reasonable fundraising goal, and offering one-of-a-kind naming opportunities to more than one donor.

Here’s a tip for fundraisers who want to strengthen their relationship with their executive: You are the “subject matter expert”: Suggest potential solutions instead of leading with problems. Provide a weekly report with funds raised, prospects contacted, and important dates to remember.

Photo credit: Briana Miller http://breakcomics.blogspot.com

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 on Twitter: @saadshaw.

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