Tag Archives: leadership

Getting the Most From Your Upcoming Anniversary

By Mary Kaufman-Cranney, CFRE, Vice President

During my tenure as the head of development with the YMCA of Greater Seattle, I was lucky enough to be there for the organization’s 125th anniversary.

As the 120th year of the YMCA of Greater Seattle loomed ahead, I asked our public relations volunteers if we should start getting ready to celebrate. Their reply? A resounding, “No! Save it for the big one at 125 – but start planning now.”

“Five years out?” I thought to myself. “That  seems crazy!” But as we started to explore the significance of the 125th and realize that no update had been done on our history timeline since the 100th – not to mention electronically capturing our history and thousands of photos dating back to the late 1800s – we had lots to do. Continue reading

Reflection Guide: What can you learn (and improve upon) from your 2018 Year-End Fundraising results?

 

By Mary Hackett, Associate Vice President and Wendy Hatch, CFRE, Vice President

You’ve made it through the busiest time of year for gift-giving! The ever-challenging journey of Year-End Fundraising might have thrown you a curveball or two, taken you down a path that wasn’t anticipated, or went exactly as planned with minimal hiccups.

Now comes the time for reflection.

Like any experience, it’s important to assess it before the memory becomes fuzzy. Below are some questions to get the juices flowing. So, gather your team and sit down to have a candid, eyes-wide-open conversation.

Let’s start with the anecdotal side.

Answer these questions: Continue reading

Community Foundations: Wondering How to Grow Your Asset Base?

The 4 Things You Must Do First

By Jamie Phillippe, CFRE, Vice President with Lieve Buzard, Client Service Associate

Growing the asset base of a community foundation means the foundation will have an even larger impact on the community it serves. With more assets and resources, the foundation is able to support more nonprofit organizations (or the same organizations at a higher level) and collectively solve community problems and increase the quality of life for community members.

Often times, community foundations run campaigns to increase gifts from individuals, families, and corporations. There are FOUR THINGS that a foundation must do prior to undertaking a campaign to increase its asset base.

Where does your foundation stand in relation to these four elements?

#1 Strategic Plan

A comprehensive strategic plan must be in place to provide a road map, to provide credibility, and to provide a sense of urgency to the entire effort. Continue reading

How to Prepare for a Major Campaign: Insights from expert fundraisers

 

By Mary Kaufman-Cranney, CFRE, Vice President

I recently facilitated a panel of development professionals at the statewide Arizona AFP Conference in Flagstaff to discuss the ins and outs of preparing for and launching a major campaign. The session reinforced best practices along with the creativity and flexibility needed to adapt to the bumps in the road that come with any campaign.

Between the panelists and myself, we brought about a dozen or two campaign experiences, a half billion dollars raised and more than a few stories of how campaigns truly bring out magical moments – from motivated donors and serendipity occurrences, to inspired board engagement and giving.

What is a major campaign?

As we got going, the panelists were nodding their heads as I got us all on board with the definition of a major campaign.

Definition of a Major Campaign:

A carefully organized, intensive fundraising effort in a specific amount of time designed to secure extraordinary gifts for specific purpose(s) that propel the organization to a whole new level of achieving its mission & reaching its vision Continue reading

Five Tips: Engage Your Board in Major Gifts Fundraising

Practical Ideas and Tools

By Mary Kaufman-Cranney, CFRE, Vice President

While presenting at a recent AFP lunch meeting, I asked the audience, “How many of you have at least a few board members engaged in your major gift fundraising efforts?” Not to my surprise, only a handful of the more than 100 fundraisers in the room raised their hands. Then I asked, “How many of your board members are passionate about your mission?” As you would imagine, everyone in the room raised their hand! So, how do we turn that passion into fundraising action? Here are a handful of tips and tools to get results: Continue reading

Three Failings in Forming and Sustaining Partnerships

 

The secret to a successful corporate/social sector partnership is for each partner to be simultaneously self-centered and other-focused. In this video post, Diane Knoepke talks about the three ways we are failing to live up to what we know about what makes these partnerships work.

Multiply Your Impact: Enlist Key Donors to Create a Meaningful Stewardship Plan

 

By Wendy Hatch, CFRE, Vice President and JoAnn Yoshimoto, CFRE, Senior Consultant

Don’t we all agree that the most precious things in life are worthy of our best attention, effort and care? In the fundraising world, the most precious “things” are our donors and their philanthropic dollars.

Who among us has the luxury of a daily schedule that is just waiting to be filled with new ideas and activities? Nobody that we know! So let’s take 15 minutes – only one percent of our day – to ponder ways to work smarter and multiply the impact of our efforts, and benefit the most precious “things” – our donors!

How do you make sure that your donor stewardship is intentional, timely and effective? You need to plan for it! Wonderful ideas for individual stewardship activities, timelines and plans abound on the internet, so we aren’t going to reiterate them here. The idea we are offering is a strategy for multiplying the impact of your stewardship planning process by also using it as an engagement opportunity for key donors, staff and board members. Continue reading

Break on Through to the Other Sides: Unpacking Power Dynamics Between Funders and Funded

By Diane Knoepke, Vice President, The Alford Group

If you’re working in the social sector, you’ve probably said – or at least heard – things like this in discussions of the dynamics between grantmakers and grantseekers:

“We want this to be valuable for both sides of the equation.”

“I’ve sat on both sides of the table.”

“We need to understand how things work on the other side.”

Perhaps this “both sides” idea is a misnomer. At least that is what I walked away thinking after moderating two dynamic panels of funders and their not-for-profit partners at Friday’s “Straight Talk: Unpacking the Power Dynamic between Grantseekers and Grantmakers” event, hosted by Chicago Women in Philanthropy. When we think of partners in funding relationships as the “asker” and the “asked,” we are missing a lot of dimensions to the power dynamics present in these relationships. Continue reading

Please be our next board chair

By Molly Hansen, Vice President, The Alford Group

 

 

“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.

A recent Board Effect blog post cites the report Succession Planning for the Non-profit Board Chair that finds:

“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

Optics Matter: Avoiding Red Flags that Undermine Your Fundraising Efforts

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:

  1. Look at the organization’s website to see if financial information is being reported in a transparent way.
  2. Go online to GuideStar, the primary resource for accessing an organization’s IRS 990 and comparing similar organizations.
  3. Go online to Charity Navigator to see how the organization is rated.
  4. 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