Who does what -- What the best fundraising teams rely on each other to lead

1. TRIAD LEADERSHIP:TRIAD LEADERSHIP:
How the Best Fund RaisingHow the Best Fund Raising
Teams WorkTeams Work
March 1, 2011March 1, 2011

2. Appreciation to panelist team:Appreciation to panelist team:
 Ann Merkow, MD as Board MemberAnn Merkow, MD as Board Member
 Marie Kingsbury, Executive DirectorMarie Kingsbury, Executive Director
 Ken Genin, Director of DevelopmentKen Genin, Director of Development

3. AGENDA OVERVIEWAGENDA OVERVIEW
 Premise – Economy requires your A gamePremise – Economy requires your A game
 20 years of fundraising -- Stand-out teams20 years of fundraising -- Stand-out teams
 PurposePurpose
 ScheduleSchedule

4.  Visionary that leads & inspires others toVisionary that leads & inspires others to
best serve mission constituentsbest serve mission constituents
 Mission expert that educates and answersMission expert that educates and answers
questionsquestions
 Expert on current needs of constituentsExpert on current needs of constituents
and how the mission serves themand how the mission serves them
Executive Director:Executive Director:
Captain of theCaptain of the
Vision Mission ShipVision Mission Ship

5. Captain RoleCaptain Role
cont’dcont’d
 Knowledgeable on local and national missionKnowledgeable on local and national mission
trends and where the org fits within thattrends and where the org fits within that
 Structures operations & capacity – determinesStructures operations & capacity – determines
programs / services and resources to carry outprograms / services and resources to carry out
 Master of budget priorities & supporting rationaleMaster of budget priorities & supporting rationale
 Additions?Additions?

6. Fundraising TasksFundraising Tasks
 Draft vision for the future, incorporate feedbackDraft vision for the future, incorporate feedback
and build buy-in from board & staffand build buy-in from board & staff
 Get out of the office – Mission & marketGet out of the office – Mission & market
education that builds investmenteducation that builds investment
 Continually educates and learns with internalContinually educates and learns with internal
stakeholders including board & staffstakeholders including board & staff
 Other?Other?

7. Captain’s challengesCaptain’s challenges
 Time consuming response to day-to-dayTime consuming response to day-to-day
operational issues / crisisoperational issues / crisis
 Organization capacityOrganization capacity
 FundingFunding
 Other?Other?

8. Marie’s PerspectiveMarie’s Perspective

9. Board Director:Board Director:
Endorser that opensEndorser that opens
Doors & MindsDoors & Minds
 Nonpaid outsider without self interest isNonpaid outsider without self interest is
most credible to assure community trust inmost credible to assure community trust in
mission implementation and fiscal health &mission implementation and fiscal health &
responsibilityresponsibility
 Their passion for mission and itsTheir passion for mission and its
constituents assures commitment toconstituents assures commitment to
mission successmission success

10. Door Opener RoleDoor Opener Role cont’dcont’d
 Pace-setters that lead by example; givingPace-setters that lead by example; giving
first -- then asking others to joinfirst -- then asking others to join
 Support and protect strategic visionarySupport and protect strategic visionary
thinking of Ship Captainthinking of Ship Captain
 Add to prospect list, accept cultivation /Add to prospect list, accept cultivation /
solicitation assignments, inform & tailorsolicitation assignments, inform & tailor
strategiesstrategies

11. Door Opener RoleDoor Opener Role cont’dcont’d
 Pace-setters that lead by example; giving first --Pace-setters that lead by example; giving first --
then asking others to jointhen asking others to join
 Support and protect strategic visionary thinkingSupport and protect strategic visionary thinking
of Ship Captainof Ship Captain
 Add to prospect list, accept cultivation /Add to prospect list, accept cultivation /
solicitation assignments, inform & tailorsolicitation assignments, inform & tailor
strategiesstrategies
 Additions?Additions?

12. Door Opener tasksDoor Opener tasks
 Lead by example – making a financialLead by example – making a financial
contribution firstcontribution first
 Prioritize board focus on big picturePrioritize board focus on big picture
strategy and governancestrategy and governance
 Serve on committee, lead its mandate andServe on committee, lead its mandate and
report progress to boardreport progress to board
 Accept prospect cultivation assignmentsAccept prospect cultivation assignments
 Personally ask others to join in supportPersonally ask others to join in support

13. Door OpenerDoor Opener
ChallengesChallenges
 TimeTime
 Organization capacity / staff supportOrganization capacity / staff support
 Oversight of diverse priorities preventsOversight of diverse priorities prevents
lack of clear focus that builds andlack of clear focus that builds and
advances the missionadvances the mission
 Other?Other?

14. Ann’s PerspectiveAnn’s Perspective

15. Fund Development StaffFund Development Staff
Coordinators of SolicitorCoordinators of Solicitor
SuccessSuccess
 Competence that inspires volunteers to stretch becauseCompetence that inspires volunteers to stretch because
they know they will be well guided, supported andthey know they will be well guided, supported and
successfulsuccessful
 Behind the scenes researcher and informant that pointsBehind the scenes researcher and informant that points
to potential and provides ongoing support in the pursuitto potential and provides ongoing support in the pursuit
 First drafter for solicitor refinement, addition & ownershipFirst drafter for solicitor refinement, addition & ownership
– that includes overall plan, tailored strategies, case to– that includes overall plan, tailored strategies, case to
support, proposals, prospect list, etc.support, proposals, prospect list, etc.

16.  Carries the game plan / clipboard, monitorsCarries the game plan / clipboard, monitors
progress on all plays and ready to pick upprogress on all plays and ready to pick up
dropped ballsdropped balls
 Assures quality representation of theAssures quality representation of the
organization – in print, in seamless fundraisingorganization – in print, in seamless fundraising
operations, donor stewardship, etc.operations, donor stewardship, etc.
 Additions?Additions?
Success CoordinatorsSuccess Coordinators cont’dcont’d

17. Coordinator TasksCoordinator Tasks
 Maintain knowledge of current, bestMaintain knowledge of current, best
practices and advocate for them in thepractices and advocate for them in the
annual fundraising planannual fundraising plan
 Draft the annual fundraising plan,Draft the annual fundraising plan,
sufficient to reach goals, incorporatingsufficient to reach goals, incorporating
feedback and building ownership fromfeedback and building ownership from
those who will implement the planthose who will implement the plan

18. Coordinator TasksCoordinator Tasks cont’dcont’d
 Provide information on prospects and donors toProvide information on prospects and donors to
team; incorporate team knowledgeteam; incorporate team knowledge
 Manage and support a prospect cultivationManage and support a prospect cultivation
system for the teamsystem for the team
 Monitor and report progressMonitor and report progress
 Assure prompt and meaningful donorAssure prompt and meaningful donor
acknowledgementacknowledgement
 Other?Other?

19. Coordinator ChallengesCoordinator Challenges
 Charged to attain financial goals withoutCharged to attain financial goals without
proportionate investment to achieveproportionate investment to achieve
 Responsibility to raise funds without authority toResponsibility to raise funds without authority to
assure volunteer follow throughassure volunteer follow through
 No direct access to board / lack of team toNo direct access to board / lack of team to
expand reach, open doors and cultivateexpand reach, open doors and cultivate
 Lack of org vision to refresh and compelLack of org vision to refresh and compel
increased givingincreased giving
 Other?Other?

20. Ken’s PerspectiveKen’s Perspective

21. PanelPanel
What we look forWhat we look for
from each otherfrom each other

22. Break Out #1: Like RolesBreak Out #1: Like Roles
10 minutes to:10 minutes to:
Discuss challenges and prioritize twoDiscuss challenges and prioritize two
10 minutes to:10 minutes to:
Brainstorm solution ideas on top twoBrainstorm solution ideas on top two
challengeschallenges

23. Break Out #2: Org TeamsBreak Out #2: Org Teams
1.1. What does each team member needWhat does each team member need
from you?from you?
2.2. Based on their needs, here’s what I’mBased on their needs, here’s what I’m
willing to do ….. By …….willing to do ….. By …….
3.3. Here are the supports I will needHere are the supports I will need

24.  Closing thoughtsClosing thoughts
Closing Thoughts