2014 02-27 Board Engagement for Fundraising Success

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  • I’m going to present on the topic of assessing board effectiveness in fundraising. Here are key outcomes for you take away from the session:Learn the fundamentals for an effective assessment: collaboration, responsibility and expectationsUnderstand passive versus proactive assessmentLearn how to execute a proactive assessment.Help me understand briefly what you’ve experienced with assessing your board on fundraising with formal assessment or just adhoc feedback.EXERCISE: Split into pairs for 7 minutes. Ask your partner these questions:Has your nonprofit formally or informally asked for feedback from your board on fundraising, ie what should org expect, what are responsibilities, how performance should be measured? If yes, what 2 structures or approaches led to this productive feedbackIf no, what 2 factors have prevented you from assessing your board productively on fundraising.Be brief. You have 7 minutes total. We’ll ask a few people to share what they learned.SHARE, LIST and BRIEFLY DISCUSS THE FINDINGS. USE FEEDBACK TO KNOW AUDIENCE THROUGH PPT.
  • Passive assessments by staff often favors positive feedback. Difficult to uncover real and constructive information to evaluate with staff evaluating senior leadership at the end of a period or year.Broad stroke comments about activities that happened and general areas for improvement.Many board assessment on fundraising are an after thought and reactive to what’s already been done.This has some benefits but fails to dig deeper into board member motivations/interests, skills and matching roles.But does that really assess the real underlying needs of the board member in relation to the nonprofit’s fundraising objectives?From exercise comment on responses that were unsuccessful because lack of plan or collaboration and responses that were successful because of good planning.
  • One way to frame your assessment objectives might be learning the members relationship with org, viewpoint on current fundraising, perceived goals, perceived barriers and desired role in fundraising.What is the members relationship with the organization? History with the organization? Current committees and involvement? Personal future interests on the board overall and related to fundraising?How does this member view the current fundraising situation? What are most important and least important activities? What activities involve board members as a group and individually? What are the member’s perceived goals, objectives and expected results? For org, for board for members? This includes specific expected results in dollar amounts, percentages or other measurable.What are members’ perceived barriers and issues getting in the way for fundraising success for org for board and for individual members?How does the member see the future role of board in fundraising: Board’s role overall and as individual members to help meet fundraising goals and objectives.
  • One way to frame your assessment objectives might be learning the members relationship with org, viewpoint on current fundraising, perceived goals, perceived barriers and desired role in fundraising.What is the members relationship with the organization? History with the organization? Current committees and involvement? Personal future interests on the board overall and related to fundraising?How does this member view the current fundraising situation? What are most important and least important activities? What activities involve board members as a group and individually? What are the member’s perceived goals, objectives and expected results? For org, for board for members? This includes specific expected results in dollar amounts, percentages or other measurable.What are members’ perceived barriers and issues getting in the way for fundraising success for org for board and for individual members?How does the member see the future role of board in fundraising: Board’s role overall and as individual members to help meet fundraising goals and objectives.

Transcript

  • 1. Board Engagement for Fundraising Success Lewis Flax, Flax & Associates Thursday, February 27, 2014 Thrive. Grow. Achieve.
  • 2. Board Engagement for Fundraising Success RAFFA Learning Community Thursday, February 27th, 2014 9:00 AM – 11:00 AM 1899 L Street, NW 6th Floor (Large Conference Room) Washington, DC 20036
  • 3. Today‟s Discussion • Board Engagement • Recruitment and Cultivation • The „Ask‟
  • 4. Board Engagement
  • 5. Critical to Success • • • • Current and future leadership Ability to support key initiatives Guide the organization Determine priorities and focus
  • 6. Overlooked and Avoided • • • • • • Awkward and uncomfortable Oversight role May not be well connected Skills in other areas Easy to focus on other initiatives Requires time and patience
  • 7. Committed to the Cause? • Engagement • Emotion • Ego
  • 8. Engagement • Evaluate current status • Staff perspective • Future plans
  • 9. Board Review/Plan • Interaction • Fundraising plan aligned with strategic plan • Perceived goals and objectives • Barriers to success • Role in fundraising
  • 10. Assessment? • • • • • Likely results? Position appropriately Purpose for serving Evaluate each board member Impact of evaluation
  • 11. Recruitment and Cultivation
  • 12. Reactive Approach • • • • Name others that can support Seek dollars first Lack of a vetting process Address at the last minute What should we expect?
  • 13. Other Organizations • Steps and requirements • Evaluate results
  • 14. A Proactive Approach: Develop a Pool of Talent • • • • • • • • • • • Donors/Funders Current (and previous) volunteers Members Distribution list (mail/email) Event attendees Program participants Engaged in advocacy efforts Board members (other organizations) Leverage connections Corporate executives Corporations (matching gifts)
  • 15. Engagement Options • • • • • • Award programs Event involvement Programmatic initiatives Advocacy efforts Public relations campaign Other campaigns
  • 16. Evaluate and Test • Evaluate involvement • “Test‟ commitment • Expect drop-off
  • 17. „A Privilege and an Honor‟ • „Pass‟ the test? • Candid conversations • Key questions – Level of interest – Value add – Understand capabilities and interests
  • 18. Selecting the Right Individuals • • • • • Review requirements Clarify expectations Seek commitment Extend invitation Accept „no‟
  • 19. „Square • • • • Peg Into a Round Hole‟ Consider other options Figure out an appropriate fit Ask for suggestions Potential options – – – – – Chair of a campaign Letters under their signature Involvement in a specific initiative Role in an awards program Other?
  • 20. Making the „Ask‟
  • 21. Fundraising Effectiveness • • • • Ability to provide support Strong network/connections Willingness to conduct outreach Capabilities and skills
  • 22. “Ask”: Executive Director
  • 23. Why not the ED? • • • • • Difficult position Asking supervisors for money Board rotates – different individuals Less authenticity Lost in the details
  • 24. Ask: Board Member(s) • • • • • Respected board member(s) More genuine and authentic Peer to peer engagement A sense of obligation Less pressure on Executive Director
  • 25. Engage Board Member(s) • • • • • • • History and involvement Impact Emotionally compelling story Support amount and connection Importance of contributions from all Ask with passion/conviction – stretch Follow up individually
  • 26. Solutions: Stories • Emotionally compelling • Specific individual/problem • Detail the challenges encountered • Explain success and impact • Ask for their opinion and feedback • Align with their motives/interests
  • 27. Fundraising Training • Conduct training for board members – Determine who will lead – Assess what should be covered • Acknowledge limitations/concerns • Provide needed guidance and support
  • 28. Next Steps • Interest in improving board engagement/results • Time/resources • Strategies and tactics • Actions in the next 30 days • Impact on your organization
  • 29. Thank you! Lewis Flax is President of Flax Associates, a firm that provides consulting, coaching, and training to assist charitable organizations increase financial support by developing and expanding corporate relationships. Often the ability to engage and leverage key volunteers and board members plays a large role in securing financial support. Contact Information: lewis@flaxassociates.com (202) 266-2655 (w) (301) 922-9309 (c) www.flaxassociates.com Page 21