Xan Blake, former ED of Planned Parenthood of the Mercer Area talks about how she relied on her case for support to ask for campaign gifts.

by Paul Jolly

Taking the Asking Matters assessment helped me to understand why I am good at some aspects of fund raising and vexed by others. Here is what I have found.

A ceasefire in “class warfare”. I can get as wound up as the next guy about the growing gulf between the privileged and the rest of us. But when I am talking to a gazillionaire about an organization we both care about, I unwind.

  It has given me great satisfaction to craft a fund raising career out of being plain ol’ me.

It takes all kinds. Donors who are passionate about a cause are fun to talk to. It doesn’t matter if they are cringing introverts or raging extroverts. My interpersonal skills are at their height when I am with a committed donor. We are kindred spirits together!

Asking is no big deal. Whatever gene makes people squirm about asking for money is missing from my DNA. If I can help an important organization do good work by asking for a gift, and you can help by being generous, let’s do it.

This is not say that I am a five star fund raiser. I get lost in crowds, so I am mostly useless at events. Donors who ask tough analytical questions can often throw me off guard. And I can’t work for organizations whose fund raising is based on prestige, because I can’t promote elitism with a straight face. Not even for a good cause.

The stereotypical fund raiser, working his way around a crowded room with a firm handshake for everyone, is my polar opposite. It has given me great satisfaction to craft a fund raising career out of being plain ol’ me.

Paul Jolly has been a fundraiser for over 20 years, in development shops ranging in size from 1 to 30. His consulting practice focuses on helping organizations strengthen relationships with their best donors. He has given numerous workshops in the Mid-Atlantic region, serves as an “expert” on the Asking Matters Web site, and is a peer reviewer for Maryland Nonprofits’ Standards for Excellence program.

The Best Kept Secret of Successful Fundraising 

by Amy Eisenstein, MPA, CFRE specializes in fundraising consulting for local and national nonprofits. Her “no-nonsense” approach to fundraising yields big results for her clients and readers.

What I’m about to share with you is actually no secret at all, but many nonprofit executive directors don’t seem to know it. So this might as well be the best kept secret out there.

Are you ready?

Okay, here it is:

Development staff members must work together with board members in order to achieve the best fundraising outcomes.

You may be thinking to yourself, “No duh, Amy! What kind of secret is that?”

Amazingly, development directors frequently complain that they’re left out of board meetings and denied contact with the board members by their executive directors. It always makes me sad to hear.

My conclusion is that executive directors must understand this most vital piece of information.

Fundraising is a Team Activity

Yes, that’s right, and it bears repeating. Fundraising is a team activity. Your fundraising efforts could be many times more successful if all the members of the team were playing together.

If you’re a development director and you don’t have relationships with your board members it tells me that your executive directors doesn’t trust you and doesn’t understand fundraising – a dangerous combination for your organization.

Of course, it’s not all executive directors. Some may truly not understand what the relationship between development staff and board members should be. So here it is…

If you want to raise the most money possible, it’s important that the executive director, development staff members, and board members work together. Each member of the team has their own special role. When you restrict contact between development staff and board members you might as well be leaving money on the proverbial table.

Why Must the Development Director and Board Members Work Together?

Organizations where board members are actively engaged in the fundraising process raise more money. Period.

Here’s how to ensure your development director and board members are working together effectively:

1. The development director should attend all board meetings.

It’s critical for the development director to have a good working relationship with board members and be viewed as a part of the leadership team of the organization. Attendance at board meetings will ensure that the development director is up-to-date on the most important pieces of business of the organization. Regular attendance also ensures that is board members are familiar with the development director and that he or she is on hand to answer questions that arise at the meeting.

2. The development director should “staff” the development committee.

The development director should be the staff member handling the business of the development committee. They should work closely with the chair person of the development committee to provide agendas and help lead discussions. The development director is responsible for implementing fundraising programs of the development committee and, therefore, must be present during discussions.

3. The development director should meet with each board member annually.

In coordination with the executive director and board president (or development committee chair,) the development director should meet with each board member to determine how they can best help with fundraising efforts. This annual, in-person meeting is an opportunity to get to know board members better, discuss their connections and networks in the community, and learn how they are willing to help with fundraising.

If you or your development director is not doing all of the above, it’s time for a change.

Going Further: Building a Winning Team

If you’d like additional information about building a winning fundraising team, click the link below:

http://www.tripointfundraising.com/do-you-have-a-winning-fundraising-team/

TAKE THE ASKING STYLE ASSESSMENT NOW.

Welcome to the fourth and final part series by Simone Joyaux about your board and fundraising. We thank our colleague and friend, Simone, for writing this series. As always, Simone is clear-thinking and strong-minded. She has no fear of debunking commonly held beliefs and she always makes wonderfully good sense.

Don’t confuse the board and its individual board members.

The board is accountable for corporate governance. Corporate governance is the process whereby a group of individuals (e.g., the board) ensures the health and effectiveness of the organization. Corporate governance is a collective act and only happens when the board is together at its meetings. Read the role of the board, posted in the Free Download Library on my website. (See the link at the end of this post.)

How does the board ensure the institution’s financial integrity and sustainability? How does the board fulfill this due diligence obligation articulated in its job description? The board adopts a budget and fund development plan. The board reviews the audit. The board talks about fund development results, trends and implications. The board adopts policies that define the role of board members in fund development. See this outlined in my due diligence plan, posted in the Free Download Library. (See link below.)

And board members – not the board – participate in the fund development process. Yes, board members. There’s a big difference between the board and the board member. Please do not confuse the two. See the performance expectations of the individual board member, posted in the Free Download Library. (See link below.)

I want my board members to be leadership volunteers outside of the board and committee meetings. I expect my board members to inconvenience themselves on behalf of the organization. And so I expect all board members to participate in fund development (relationship building and solicitation). That’s what leaders do.

Every single board member can help with fund development – but only if you, the staff, enable them well. Every single board member can be successful in fund development — but only if you, the staff, understand that fund development is not about money.

Every single board member can be successful in fund development – but only if you, the staff, understand that fund development is not about money.

Instead, fund development focuses on helping donors and prospects fulfill their aspirations.

Create a menu of choices for your board members. Negotiate with every single board member every single year, outlining what each of them will do in fund development for that year.

Effectively enable your board members. Without that leadership by staff, board members will not be effective or successful.

And stop thinking that either your board or your board members exist to help fundraise. Stop that right now!

Read more about the roles of the board the Free Download Library on Simone’s website.

See the other three parts of this series on Your Board and Fundraising by Simone Joyaux:

Part 1: Stop it! Stop it!

Part 2: Building the Best Board

Part 3: Building a Fundraising Board

For more Asking Matters resources on Boards and Fundraising, watch this video by Jeanette Neff on how she felt about asking her fellow board members for gifts.

And see the recorded training on Creating a Culture of Asking by Andrea Kihlstedt.  Note, this is a members only section of the site. Not a member yet? Join NOW.

By Andy Robinson and Harvey McKinnon

When would you like me to wash your car?

Have you considered adopting an adult?

May I have another piece of cheesecake?

But seriously, folks…

As a fundraiser, you’re probably focusing on “the ask”: how to frame your request in the most compelling, inspiring way. Without a doubt, a strong ask is one of the keys to successful fundraising – but then what?

When you hear the words, “Yes, I’d like to help,” how do you respond?

Be grateful and enthusiastic. Show your heartfelt appreciation. Talk about how the gift will make a difference. Then it’s time for the “after questions.”

Not every question below is relevant for every donor or every visit. Choose the questions that seem most relevant and adapt them to your needs and circumstances.

1. “How would you like to pay? Do you want to write a check now? Would you like us to send you a pledge statement in the mail? Are you interested in signing up for our monthly sustainer program?”

Many solicitors bring pledge forms to the meeting and fill them out with the donor. The question above, along with several below, could easily be included on this form.

2. “How do you want us to use this gift?” Check your notes from this meeting and all previous conversations with the donor. If you sense any indications that she wants to restrict her gift to a specific program or campaign, this is the time to clarify and honor that intent.

3. “How would you like to be recognized? We publish donor names in our newsletter, our annual report, and our website. We’d love to include your name so we can publicly express our thanks…your commitment will inspire other people to give. May we list your name or would you prefer to be anonymous?”

4. “Do you want your gift to honor someone you care about? We can list their name, your name, or both.” When preparing your pledge form, include space to collect this information.

5. “Tell me a little more about why you support our work. We’re always interested in what motivates our donors to give; this helps us reach out to other potential donors.”

6. “Would you be willing to give a testimonial we can use in our newsletter and other promotional materials? Our most generous supporters – people like you – are our most credible advocates. May we have a sentence or two to share with others?”

7. “Would you be willing to join us at a board meeting and talk about why you support our work? It’s really helpful for the board to hear directly from donors – it reminds them why we do the work we do and why it’s important to ask people to contribute.”

8. “How would you like to be kept informed about our work – and how often? Do you want a printed newsletter or do you prefer brief emails? Shall I phone you from time to time? Do you participate in social media like Facebook? Would you prefer to receive updates in person – and if so, how many times per year?”

9. “When I come back to give you an update, would you be willing to include family members so they can learn about your support of our work?” If you’re cultivating donors for future gifts, especially planned gifts, this is an essential step.

10. “Can you recommend other people we can talk to about a gift? Do you have friends or colleagues who might want to join you in supporting your work? Would you be willing to make an introduction – by phone, by email, or in person – or join me for the initial visit?”

11. “Given your strong commitment to our work, would you consider volunteering to help us raise money? For example, would you be willing to come along when you meet with prospects and talk about why you give?”

12. “What’s your personal giving calendar? Are you typically a once-a-year donor? Twice a year? If we have an urgent need, can we approach you again? What schedule works best for you?”

Capture all this information and enter it in your database or other donor management system immediately. Congratulations! You’ve just created a personalized road map for engaging your donor and honoring her wishes. If you use it, and use it diligently, it will lead to repeated (and larger) gifts.

We thank Andy Robinson for adapting this article that he co-authored with Harvey McKinnon from the Grassroots Fundraising Journal.  Harvey McKinnon and Andy Robinson are consultants based, respectively, in Vancouver, BC and Plainfield, Vermont. Harvey’s latest book is 11 Questions Every Donor Asks; Andy’s is How to Raise $500 to $5000 From Almost Anyone. Both are available from Emerson & Church.  Harvey knows more jokes; Andy makes better salsa.

Take a look at our video of Andy Robinson talking about fundraising training. As always, Andy has a wonderful, warm, smart way about him.

Welcome to the third in a four part series by Simone Joyaux about your board and fundraising. We thank our colleague and friend, Simone, for writing this series. As always, Simone is clear-thinking and strong-minded. She has no fear of debunking commonly held beliefs and she always makes wonderfully good sense.

Building a Fundraising Board

by Simone Joyaux

I don’t believe in fundraising boards. I believe in great boards that do great governance.

I know. I know. You want your board to help fundraise. You want the “right people” on your board to help you raise lots of money.

That’s actually a rather insulting statement: “I want the right people on my board to raise money.” Somehow we’ve managed to merge “the right people” and “money.” I find that problematic.

I suggest you restate what you want. You want board members to help fundraise.

Let me say that again: You want board members to help fundraise. That’s one of the performance expectations of all board members, no matter socioeconomic status or connections. You communicate that in the screening interview. You don’t nominate or elect unless the candidate agrees to fulfill the performance expectations. (And if the candidate agrees but then doesn’t perform accordingly, your board must have a process for enhancing attrition or thanking and releasing non-performing board members.)

Yes, it is reasonable and fair to expect that every single board member will help with the organization’s fund development process. And remember, fund development includes planning and identifying those who might be interested and relationship building and soliciting. And soliciting is only one small part of effective and productive fund development.

So what do you want your board members to do in fund development?

First, you want every single board member to give a financial contribution every year, to the best of his or her ability.

Second, you want every single board member to help identify those who might be interested in your cause. You do not want board members to trespass on their own personal and professional relationships. That’s tacky. Trespassing alienates those who are trespassing and those who are trespassed against. You don’t want that bad reputation circulating in your community. You don’t want good board members to quit because they’re forced to trespass. And you don’t want people giving to you as a favor to someone. That’s no way to build a loyal base of donors.

Third, you want every single board member to help carry out relationship building and solicitation activities. For example:

• Some board members could serve on the Fund Development Committee.

• Others could serve on the fundraising event task force.

• Some board members can make thank-you calls to donors (although I think all board members should do this).

• Other board members can help sell tickets to fundraising events and join staff on solicitation calls.

• Some board members will make solicitation calls without staff accompaniment.

• Some board members can host cultivation gatherings and join staff when they meet up to schmooze donors and prospects.

• Other board members can write notes on solicitation letters or write an addition thank-you letter, by hand.

There are lots of things that board members can do to help with fundraising. Lots of things. These are the acts of individual board members, not the board as a group. Be clear.

And be clear about what staff has to do to help board members nurture relationships and fundraise. I call it enabling, what staff has to do to help board members do this work.

Consider training, too. Staff can offer mini training sessions for board members, perhaps over lunch or before or after a board meeting. Not everyone will attend, but some will.

Be sure to read Part 1 and Part 2 of this series by Simone Joyaux.

Read more about enabling in the Free Download Library on Simone’s website. Read even more about enabling in my book, Strategic Fund Development: Building Profitable Relationships That Last, 3rd edition.

For more Asking Matters resources on Boards and Fundraising, watch this video by Alexandra Peters on the importance of boards.

And see the Board Member Resource Form. It’s a great tool for learning and keeping track of the many ways in which a board member can give. Note, this is a members only section of the site. Not a member yet? Join NOW.

Welcome to the second in a four part series by Simone Joyaux about your board and fundraising. We thank our colleague and friend, Simone, for writing this series. As always, Simone is clear-thinking and strong-minded. She has no fear of debunking commonly held beliefs and she always makes wonderfully good sense.

Building the Best Board

by Simone Joyaux

To fulfill its “due diligence obligation” for ensuring corporate health and effectiveness, the board needs specific skills and behaviors within the group. Skills like financial expertise and governance expertise, legal and accounting expertise. And more.

If the board is to have all of these requisite skills for good governance represented, it needs to be composed of diverse individuals. Diversity comes from experiencing life differently. Experiencing life differently results from gender, generation, class, socioeconomic status, sexual orientation, and more. That diversity of life experience causes people to think differently, to ask different questions, and to challenge assumptions. And that’s what makes a good board.

Don’t focus on fundraising for your board. Your board focuses on corporate governance. Only one part of corporate governance focuses on financing, ensuring the financial integrity and sustainability of the institution.

Be sure to read Part 1 of this series by Simone Joyaux

To learn more about building the best board, visit Resources | Free Download Library on Simone’s website to learn more about governance and the role and activities of the board. Be sure to see the skills inventory and the policy related to board composition.

For more Asking Matters resources on Boards and Fundraising, watch this video on how a board member found her fundraising power. 

And see the Quick Guide to Soliciting the Board. Note, this is a members only section of the site. Not a member yet? Join NOW.