by Andy Canada

Ever heard the phrase “Don’t put the cart before the horse”? Growing up I certainly heard that my fair share of times. It usually came from my dad when I was worrying about something that might or might not happen or if I was trying to cut corners on a specific project he had me working on.

As with many things your parents tell you when you are growing up, the words were probably not fully appreciated at the time. But as I have gotten older and hopefully wiser,  I have learned to appreciate that there are things in life that you just can’t rush and that have to be done in the right sequence to truly be effective.

Growing a strong foundation for your development program and working on a capital campaign are two of those things that have to be done in the right order. You can’t jump to step Z just because it is more fun or might give you a short term impact.

We work with clients that are all at different stages of growing their fundraising. Some are very sophisticated and have a track record of successfully completed capital campaigns and others are just starting or re-starting a development program.

However, the same message has to be reinforced to both – Stay on task and follow the plan that you have established. It is sometimes easy to want to skip a step but you have to have a strong foundation to truly build a solid program.

Plans can always be accelerated based on hitting key benchmarks and completing assigned tasks, but you can’t cut corners and jump over key steps.

Every plan is different but an example could be not having a stewardship program operational before soliciting gifts. You might receive a short term result but it could damage the organization in the future. So you might have donors that want to support your program, but if you don’t have a way to properly thank them then will they give again?

Another example is moving too quickly to publicly announce a campaign goal. The announcement might provide you with some positive publicity, but if you launch too soon can you maintain that momentum and do you have the capacity to ensure that you can reach your goal?

Follow your plan and the benchmarks that you have set for yourself. Make sure that the leadership and your volunteers are part of putting the plan together so they have buy-in and understand the reason for the sequential process. Update key audiences regularly about the progress and when critical next steps that will be taken.

Building a strong program takes time and a steady hand. You want to be able to take advantage of opportunities that present themselves, but you also want to stay on track and ensure you are keeping your eye on the ultimate goal – growing your organization and establishing a strong foundation to ensure it continues to grow for years to come.

by Dan Schipp

Okay.  Be honest.  Do you see fundraising “as a necessary but unpleasant activity to support important causes”?  Or do you see it as a form of ministry?

I suspect more people have the former view of fundraising than the latter.  Unfortunately, fundraising is often seen as trying to get people to do what they really would rather not do – give up some of their hard-earned money. 

Consider some of the negative expressions used to describe fundraising: “hitting up people,” “picking pockets,” and “twisting arms.”  No wonder fundraising is seen as an unpleasant activity!  No wonder some feel they have to apologize for fundraising no matter how important the cause for which they are seeking support!

Henri Nouwen saw fundraising differently.  He viewed it as ministry.

Henri Nouwen was a Dutch-born Roman Catholic priest and spiritual writer.  He authored more than forty books including The Wounded Healer, With Open Hands, and The Return of the Prodigal Son. He died in 1996 at age 64.

Some years ago a friend, knowing of my interest in Nouwen’s writings, asked me if I had ever read his booklet, The Spirituality of Fund-Raising, published in 2004 by the Henri Nouwen Society.  I soon obtained a copy from the Society and have since shared copies of the booklet with development colleagues, non-profit board members, and people considering development as a career.

In September, 1992 Henri Nouwen spoke to the Marguerite Bourgeoys Family Service Foundation about fundraising.  He did not use a prepared text but someone recorded his talk and that made possible the publication of The Spirituality of Fund-Raising.

To give you a sense of Nouwen’s take on fundraising, here are a couple quotes from the opening section of the booklet:

• “Fund-raising is, first and foremost, a form of ministry.  It is a way of announcing our vision and inviting other people into our mission . . . .  Fund-raising is proclaiming what we believe in such a way that we offer other people an opportunity to participate with us in our vision and mission.”
• “Fund-raising is also always a call to conversion.  And this call comes to both those who seek funds and those who have funds.  Whether we are asking for money or giving money we are drawn together by God, who is about to do a new thing through our collaboration . . . . In fund-raising as ministry we are inviting people into a new way of relating to their resources.”

So . . . if you find you are apologizing for fundraising and need an attitude adjustment, I suggest you pick up a copy of The Spirituality of Fund-Raising and allow Henri Nouwen to challenge your thinking and uplift your spirits.

by Kris Kindelsperger

A recent article in the Chronicle of Philanthropy titled “A Clarion Call to Shake Up Development Offices and Curb Turnover” caught my eye.  It reports on a soon to be released book by Penelope Burk called Donor-Centered Leadership in which she espouses that turnover and dis-satisfaction among fundraising professionals could be altered if they are paid more, given unlimited vacations, rarely asked to put in overtime, can work from home when they want to, and provided other perks and flexibility.  She asserts that charities actually lose money and have lower productivity when fundraisers are dissatisfied.

The majority of our experience would resonate with former Indiana University senior vice president for development, Kent Dove who is quoted in the same article and notes “some of her conclusion only fit certain types of groups.”

The real issue with many of our clients from small and medium size organizations is that they do not have enough development staff that are willing to put in the hours, embrace the mission, and really engage in the life of their organizations.  Nearly everyone in the nonprofit sector can argue that they are underpaid and it is true that good people are always susceptible to being picked off by other organizations offering better positions and higher salaries.  But intentional work, strategic work over time, and yes hard work are all inherent parts of the job, and to being successful. 

By the very nature of what we do, we tend to meet our donors in the evenings and at weekend events. Many of our best donors don’t live near us and thus we need to travel to them. The most successful fundraisers often “bleed” the mission and values of their organization and can impart this passion to donors. All of this makes for long hours (seldom referred to as “overtime) and you don’t develop passion for your organization working on your laptop at home, but rather by being immersed in the day to day life of your organization.

Would advancement professionals like to be paid more, work less hours, and not always be immersed in all that goes on at our organizations?  Yes, but that’s a part of what it means to dedicate your life’s work to the noble and rewarding work that is the nonprofit world.

by Melanie Norton

Engaging donors and prospects in a volunteer capacity offers tremendous opportunities for many charitable organizations.  Not only are volunteers an invaluable resource in terms of their time and expertise, but The 2012 Bank of America Study of High Net Worth Philanthropy tells us that high net worth volunteers tend to give more, and more often, than those who don’t volunteer – especially to organizations where they feel their gift will have the largest impact.

Getting volunteers is one thing, but keeping them engaged in activity that is both meaningful and rewarding is another.  How many times have you heard development and alumni staff say that managing volunteers is a full-time job?  That may well be true, but it certainly doesn’t have to be a painful experience.

JGA does substantial work with organizations and their volunteers, particularly in terms of campaign work.  We find that some of the most basic rules apply in terms of engaging your volunteers and truly equipping them for success.  Think of your volunteers much like you would an employee you are going to hire:

• Do you have a volunteer “job” description?
• Are the goals, objectives and basic expectations for the work clearly outlined?
• Do volunteers have a precise understanding of the time commitment involved?
• What information, experience or training do they need to be equipped with to effectively perform their duties?
• Who will assist and/or oversee the volunteers in their work?  Where do they turn for help?
• What constitutes success not only for the organization, but for the volunteer?

You will find that doing some strong planning and ground work in the beginning of a project will reap a variety of benefits for your organization and go a long way in assuring satisfaction for your volunteers.  After all, these dedicated stakeholders are closest to your organization and are committing the most precious resource they can’t replace…their time. 

by Angela White

The Way We Think About Charity Is Dead Wrong – That is the title of Dan Pallotta’s TED talk which has created quite a buzz in the nonprofit sector and beyond. Since Pallotta’s  talk was posted in March 2013, it has already been viewed more than 1.2 million times.

Having had the privilege of hearing Dan deliver this message twice in person did not at all minimize the impact when I watched this video.

JGA had the pleasure to host Dan in Indianapolis in November 2012, and Dan was kind enough to sign his book, Uncharitable, for our clients and friends. Since then, Dan has a new book out entitled Charity Case.

Richard Mark’s recent blog for Wise Philanthropy,  makes the point that Pallotta’s theories are not new and, in fact, that many funders believe in the need to invest in the nonprofit sector for critical management and marketing issues.  He proposes that the attention received by Pallotta’s talk is based upon the right message at the right time and that there is a need for a much broader discussion of how we invest in our nonprofit organizations to  avoid characterizing investments that don’t  go directly to serving the needy as “bloated bureaucracy.”  

At JGA, we have the opportunity to review our clients development results via our development audit process, and we believe that sound investment in leadership, resource development, and programmatic planning are key to maximizing  impact that our nonprofit clients. 

We do not view this investment as unnecessary overhead but rather a smart self-investment in the future.

One of JGA’s long-term clients, The Villages is using Dan’s book, Uncharitable, as required reading for its key staff and board leadership, and I will be facilitating a discussion about the book to identify areas of investment that can strengthen their already incredible impact on children and families.

 I encourage each of you to watch Dan’s TED talk and to read his books – and to challenge yourself to look beyond our current thinking about the resources we invest in our nonprofit organizations to make true change.

by Jeff Small

Helping organizations develop case statements is one of my favorite things to do here at JGA.  In this role, I get to go out to organizations – generally at a point of great anticipation as they approach a critical project or campaign – and talk to staff and volunteers about what is going on and why donors should want to get involved. 

In general, organizations we work with are good at knowing at least some of their key selling points and making sound arguments about why they deserve support.   Organizations that write their own materials or have staff and volunteers contribute directly to the creation of solicitation materials benefit in a few key ways:

• There is no substitute for the enthusiasm generated by connection to the cause and expressed by those close to it.
• A high comfort level with the language and culture of their donors allows organizations to speak more clearly to them than an outsider could.
• A deep knowledge of an organization means insiders generally paint an accurate picture of what is happening.

Frequently though these advantages can get bogged down in connected ways.

• Enthusiasm for an entire organization can often handicap an insider. Just as it might be difficult for a parent to succinctly describe what is great about their children, staff and volunteers can sometimes suffer from an almost unconditional love of their organization.  An outside perspective can help organizations understand what truly differentiates them from other worthy organizations and what might resonate more clearly with donors.
• Speaking in the language of an organization and accurately describing details can quickly turn into an incomprehensible mess of jargon and minutiae, especially in technical fields and projects.

Not everyone has an outside writer/consultant on call at every moment.  If you aren’t at a point where it is necessary or efficient to test your storytelling through professional outside help, you can still get an outsider’s perspective to strengthen your communications. 

• Ask your newest employees, volunteers, and donors what has impressed them most. What is great about this place? They are less likely to be overwhelmed by detailed knowledge of everything your organization does and can help remind you of the high points of what you are accomplishing.
• From time to time, ask for feedback from spouses and friends of staff and volunteers about the materials you are using.  Those most connected may breeze through jargon and fill in the blanks with their own knowledge where the writer hasn’t connected the dots.  People a little less connected – but still likely interested in a cause – can point out messages that don’t make sense or just fall flat. 

Combining outside objectivity with insider knowledge and enthusiasm provides a strong jumping off point for telling an organization’s story effectively.

by Andy Canada

Ever worked with a board or group of volunteers that had different agendas or no agenda at all? I am guessing everyone can remember a time when we were part of a group that had segments going in different directions. What steps can you take to get everyone focusing on the same goal and move your organization forward?

I am currently volunteering for an organization that has been spinning its wheels over a capital project for the past 12 months. After a lot of hard work and planning, the mortgage was paid off a few years ago and we were so excited and relieved to have that burden off of our shoulders that we have been slow to notice our facility aging before our eyes.

The board members had informal discussions and some members agreed to start looking at options for making improvements but only a small segment was really committed to exploring our options and making improvements to move the organization forward. There was a segment that was concerned about taking on a project that would require financing and a larger segment that wasn’t engaged in the conversation at all.

We had failed to get true buy-in from the board members upfront and it resulted in frustration and wasting of valuable time. No one on the board intended it to happen but we just skipped critical steps in the planning process and we had to regroup and map out a plan.

Our issue dealt with a capital project but hopefully the steps we took will help your organization stay on the same page and keep momentum moving forward. Over the past few months we have regrouped and started engaging the entire board in the process.

1. The board outlined the issues surrounding our capital needs and agreed that we wanted to ensure our facility could continue to be a resource to fulfill our mission for the next 20 years.
2. We established a date by when we wanted to have as much information collected as we could so the board could vote on the best ways to move forward.
3. The board brainstormed on key questions that they would want answered during the process.
4. A set of benchmarks was outlined to ensure the process continued moving forward and could be completed by the date established by the board.
5. A committee was selected and each member of the committee was assigned a key focus area to report back to the group.

We are still working through the process and gathering information but the board is engaged and focused on reaching the goals that we outlined as a group. We entered into the process with an open-mind and are not sure on what the final outcome will be but everyone is working together to make the best decisions possible for the organization.

Initial planning and an open dialogue are critical to getting your board and volunteers on the same page. Engage them in the process from the very beginning and provide them with a platform to share their thoughts. Then map out a plan for moving forward. Your organization will be stronger with everyone working towards a common goal.

by Ted Grossnickle

Don’t underestimate the value of sound and thorough planning before undertaking a feasibility study. Often we find organizations are gung ho to begin a feasibility study right away, but when it gets down to it they struggle to get started because they have failed to do some of the advance work that is necessary to produce an effective and accurate report.

A feasibility study provides vital answers to help an organization create and run a successful fundraising campaign. JGA believes that a feasibility study is active capital campaigning and is an integral part of the cultivation and involvement process for major donors and prospects.

But in order to get an accurate outcome from your feasibility study, you must have accurate and complete information to test — typically using a well-developed preliminary case for support.

Here are some key donor questions you need to be able to answer before you are ready to proceed with a feasibility study.

1.  Have we thought through the campaign thoroughly and tested the components with due diligence?
For example, if it’s a building, how much will it cost and what will it be used for? If you are raising funds for the endowment or programming, can you tell donors about the outcomes you anticipate from the additional funding?

2.  Do we have a sound business model for the campaign initiatives?
Interviewees want to be captured by the emotional appeal and vision of your campaign, but they will inevitably ask questions to ensure that their gift will be a sound philanthropic investment. Be prepared for those questions by ensuring that you have thought through the ongoing sustainability of the project. Do you have a financial model that illustrates the sustainability of the project? Will the building add to the institution’s operating costs. If so how will they be funded into the future? Can we show donors the difference their gift will make? Can we bring the campaign to life for donors through a well-developed and strong preliminary case for support that touches both the heart and the head. Do we have the information we need to develop a case statement that demonstrates to donors the importance of this campaign?

3.  Can we show not just what will happen in this building, but how it will transform constituents?
How will these funds make us more effective at our mission? How will constituents be impacted if this goal is reached? Do we have real stories that can demonstrate the need we are addressing with this campaign?

4.  Are our donor relationships solid and ready for an in-depth feasibility study interview?
The feasibility study interview should not be the first time a prospect or donor should have heard from the organizaion in several years. Are our potential interviewees already up to date on what the institution has been doing for the last few years? Do they have a general idea of goals and vision for the organization? Have we cultivated potential interviewees?

It is crucial that institutional leaders agree on the vision and that you are well prepared before undertaking a feasibility study. Interviewees are looking at the way you approach a project as much as they are examining the project itself. Demonstrating that you have strong organizational capacity and a solid case for support will breed confidence in your donors.

by Dan Schipp

How often have you heard someone say, “Building good relationships with donors is the key to success in fundraising”?  It’s a simple concept; it’s not rocket science.  Yet, many organizations are not able to sustain a relationship-building approach to development.

What keeps nonprofits from building a relationship-focused development program?  Often it’s because they just don’t want to invest the time – and it does take time – to cultivate relationships with donors.  Sometimes frequent staff turnover thwarts donor engagement.  On occasion, it’s just a matter of impatience; we need results NOW!

Building a long-term, mutually beneficial relationship with a donor involves the same qualities as those needed to forge a strong friendship – trust, authenticity, and integrity.  What are other key elements?  I suggest the following:

• Spending time together — Phone calls, emails, texts, notes and letters, as important as they are, can take a relationship only so far.   To grow a donor’s understanding and passion for your organization – and for you to understand her concerns and motivations, you have to engage, really engage, with her  . . . and that means you have to get out of your office and spend time in genuine conversation with her.
• Finding common ground – Attentive listening and observation will help you discover shared personal interests – a good base for future conversations –  but also connect the dots between the donor’s aspirations and the organization’s plans for its future.
• Going beyond the expected – Organizations that excel in donor relationships think and act “out of the box” when it comes to attending to and acknowledging their donors.  They go the extra mile past the conventional – birthday cards, holiday greetings, etc. —  and surprise their donors with kind gestures like a card on the anniversary of a loved one’s death or a cheery note in the midst of a long, dark winter.
• Following through on commitments – Nothing can sour a friendship or a donor relationship more quickly than being unreliable.  A donor has to have confidence in your (personal and organizational) willingness and ability to carry through on what you say you are going to do.  Good stewardship is how an organization honors that trust.

Building strong donor relationships will lead to success in major gift development.  It’s not a daunting or onerous task.  But it does take time, patience, persistence, honesty and creativity.  Are you and your organization willing to make that investment in your donors and prospective donors?