Growing up in Kentucky during segregation, Jimmie Alford – The Alford Group’s founder – attended an all-white school, and didn’t experience racial diversity until the age of nine when his parents moved to Chicago. The move, due to the closing of coal mines, placed Jimmie’s family in a small apartment in the Englewood community. Jimmie was one of three white students in his third grade class of 40 students.
Along with his classmates, he understood economic diversity and its impact on themselves, their families and their community while living in extreme poverty within a predominantly affluent nation. He also directly and personally saw and felt the impact of discrimination. He decided at a young age that the injustice of discrimination was something he would never allow to penetrate his life and that he would work his entire life to eradicate it in all forms. Like many who grow up marginalized in one way or another, Jimmie vowed to lift himself out of his circumstances, make a better life and never forget the important life lessons learned along the way. His commitment to this goal was unwavering and steadfast.
Diversity is one of seven core values of The Alford Group, and one of Jimmie’s enduring “fingerprints” on the consulting firm he founded in 1979. One manifestation of this commitment is our 20+-year sponsorship of the Diversity Workshop and Diversity Art Showcase at the annual AFP International Conference. While our dedication to diversity and inclusiveness has remained resolute over the decades, the demographics of America – and thus the universe of donors and prospective donors – have changed dramatically. Lessons learned from diverse communities, and the shared values of diversity, equity and inclusiveness (DEI), are more relevant and more essential today than ever before. Continue reading →
“Please be our next board chair. Joe, Sarah, and Ben have all turned us down and Andrew doesn’t want to stay on for another term.”
Has this ever happened to you or in your organization? With thoughtful planning and leadership development you can create a reality where begging for board officers and committee leaders just doesn’t happen.
In a 2015 BoardSource survey, only 49% of nonprofit CEOs agreed that their organizations had an effective process in place for officer succession. CEOs often navigate (survive?) multiple chair transitions, and cited building a board leadership pipeline as being among the most important area for board improvement.
“Most organizations can survive the successful election to the Board of an individual or two whose group participation skills and leadership attributes are less than stellar, as other stronger members of the Board will generally neutralize any adverse consequences to the organization. However, placing Board members into the organization’s highest leadership positions is a much higher-stakes proposition. Persons in elected leadership positions with mediocre leadership skills will, at best, do no harm, but might cause the association to miss strategic advantageous opportunities. Persons with poor leadership skills may create organization dysfunctions that may take years from which to recover, if ever.”Continue reading →
By Amy Hines, Senior Vice President, The Alford Group
With the start of an unprecedented intergenerational wealth transfer, not-for-profits have a lot to gain by avoiding any inadvertent pitfalls that deter potential donors from contributing to their efforts. With access to the internet, donors do not have to rely on government scrutiny to avoid unscrupulous charities (Besides, government entities have limited authority as watchdogs). Donors can look for evidence themselves, vetting charities with a tap or a click.
Maintaining integrity is key—but ensuring that an organization’s optics convey that integrity is also essential.
A potential donor’s due diligence before opening her wallet, is likely to take place by heeding to the credo–“follow the money.” While that may in fact be just a line in a movie, it resonates in the philanthropic ether as a sound way to approach investigating an organization’s worthiness.
How do potential donors assess the money trail? There are several logical ways:
Look at the organization’s website to see if financial information is being reported in a transparent way.
Go online to GuideStar, the primary resource for accessing an organization’s IRS 990 and comparing similar organizations.
Go online to Charity Navigator to see how the organization is rated.
Go online to BBB Wise Giving, to check out whether they have been accredited as a trustworthy national organization.
It’s important for not-for-profits to manage the optics of their organizations in these four locations. Here’s how.Continue reading →
Prospect research can be a complex subject, but it’s vital to growing and developing your nonprofit’s donor base.
With over $373 billion donated last year, giving is on the rise, which means that prospect research is more important than ever for capitalizing on your donors’ generosity and building strong relationships with them.
In this guide, we’ll cover all of the basics, from the definition down to the nitty-gritty details of how prospect research can work for you!
Midway through last week’s Cause Marketing Forum (CMF), during Katrina McGhee’s great talk on personal branding, I noted that a significant number of the CMF presenters—representing both causes and companies—were explicitly emphasizing one key practice. These cause marketing leaders focus on their strengths. They understand their organizational strengths and partner with others to mitigate their organizational weaknesses. In contrast to the trends earlier this decade when it started to feel like major cause marketers were shifting to owning self-made cause platforms over building partnership portfolios, this strengths-based approach is facilitating significant creativity and impact.
Instead of adopting a certain trend in structure or activation, today’s cause marketing leaders are focusing on what will work for them. For some, that is creating an owned national platform with local and agency partners providing support. For others, it is forging one or more partnerships of complementary opposites who each bring what the other needs. Through collaboration, they are then able to achieve the business and social impact results that they could not have achieved on their own.
Four Examples from Cause Marketing Forum 2016:
A few examples (of many, many more) that I found particularly instructive from last week’s event: Continue reading →
There’s a saying in fundraising that it is just as difficult to properly plan, cultivate and solicit a gift of $10,000 as it is $100,000. Often times, finalizing a major gift of any size will require the same amount of work and attention by your fundraising team. Assuming this is true, the real work for any development professional will come in the form of determining which story about the organization or impact of the gift will inspire a donor to give at their highest capacity. That story inevitably lives in your organization’s strategic plan. Continue reading →