Engaging The Board In Fundraising

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Three part strategy in engaging your board in fundraising

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  • SAMPLE POLICY HANDOUT?
  • Engaging The Board In Fundraising

    1. 1. Engaging Your Board in Fundraising The Center for Nonprofit Success Boston Fundraising Summit Boston, Massachusetts September 29 th , 2010
    2. 2. Workshop Facilitators <ul><li>Clare McCully, Vice President of Development Newbury College </li></ul><ul><li>Terry O`Connor, Exec Director </li></ul><ul><li>Cardinal Shehan Center </li></ul><ul><li>Sondra Lintelmann-Dellaripa, Principal </li></ul><ul><li>Harvest Development Group </li></ul>
    3. 3. Syllabus One <ul><li>Framing your Perspective </li></ul><ul><ul><li>Partnership </li></ul></ul><ul><ul><li>What’s the point of having board involved? </li></ul></ul><ul><ul><li>Reasons Board Members resist </li></ul></ul><ul><ul><li>The Mirror </li></ul></ul><ul><ul><li>The Pillars </li></ul></ul><ul><ul><li>Defining Roles </li></ul></ul>
    4. 4. Syllabus Two <ul><li>Planning and Measuring </li></ul><ul><ul><li>Policy on Board Fundraising </li></ul></ul><ul><ul><li>Strategic Planning and engagement </li></ul></ul><ul><ul><li>Measurement tools </li></ul></ul>
    5. 5. Syllabus Three <ul><li>Training and Communication </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Authority </li></ul></ul><ul><ul><li>Formal </li></ul></ul><ul><ul><li>Informal </li></ul></ul><ul><li>Q&A: 15 minutes </li></ul>
    6. 6. Framing Your Perspective <ul><li>Partnership </li></ul><ul><li>What’s the point of having board involved? </li></ul><ul><li>Reasons Board Members resist </li></ul><ul><li>The Mirror </li></ul><ul><li>The Pillars </li></ul><ul><li>Defining Roles </li></ul>
    7. 7. Partner OR Benevolent Dictator How do you see your Board ?
    8. 8. What’s the Point? <ul><li>Responsibility, On Stage, Enlarge Network </li></ul><ul><li>Board role in Philanthropy </li></ul><ul><ul><li>Board role is to govern and act as fiduciary authority for the protection of the organization and its stakeholders. </li></ul></ul><ul><ul><li>Impactful reason </li></ul></ul><ul><li>Change the view </li></ul><ul><ul><li>Not about asking for money </li></ul></ul><ul><ul><li>Is about making a meaningful and tangible impact </li></ul></ul><ul><li>Trustworthiness important to Passion </li></ul><ul><ul><li>Work for us </li></ul></ul><ul><ul><li>Work for you </li></ul></ul><ul><li>Passion=Philanthropy </li></ul><ul><li>The rest comes naturally- that’s fundraising. </li></ul>
    9. 9. Reasons Board members don't fundraise <ul><li>No education </li></ul><ul><li>Too overwhelming </li></ul><ul><li>Too embarrassing (no skill) </li></ul><ul><li>Not aware what they were signing up for </li></ul><ul><li>No money themselves </li></ul><ul><li>Fear of rejection </li></ul><ul><li>Or fear that they are asking too much of someone, something the other can't part with. </li></ul><ul><li>Lack of confidence in plan, process, person, organization </li></ul><ul><li>Disinterested </li></ul>
    10. 10. <ul><li>Most board issues are not about the board, but about us. </li></ul><ul><ul><li>Lack of concrete goals, lack of clarity in board roles, hazy expected objectives/outcomes, poor organization of donors, poor research, lack of effective communication of organizational success……. </li></ul></ul>
    11. 11. Preparing for success <ul><li>THOUGHTFUL BOARD DEVELOPMENT </li></ul><ul><ul><li>Thoughtful and Strategic Board Development creates valuable board fundraising partners </li></ul></ul><ul><ul><ul><li>Known GAPS and NEEDS </li></ul></ul></ul><ul><ul><ul><li>Clear expectations </li></ul></ul></ul><ul><ul><ul><li>Specific Agreement </li></ul></ul></ul><ul><ul><ul><li>Ongoing Structure </li></ul></ul></ul><ul><li>CHAMPIONS </li></ul>
    12. 12. Defining Roles <ul><li>Board Role </li></ul><ul><ul><li>Be actively engaged </li></ul></ul><ul><ul><li>Identify VIP’s </li></ul></ul><ul><ul><li>Open Doors </li></ul></ul><ul><ul><li>Build friends </li></ul></ul><ul><ul><li>Advocacy </li></ul></ul><ul><ul><li>High level asks </li></ul></ul><ul><ul><li>Social Oppy’s </li></ul></ul><ul><ul><li>Thank you </li></ul></ul><ul><li>Staff Role </li></ul><ul><ul><li>Set direction </li></ul></ul><ul><ul><li>Oversee operations </li></ul></ul><ul><ul><li>Maintain contact with donors </li></ul></ul><ul><ul><li>Direct solicitation process </li></ul></ul><ul><ul><li>Develop opportunities for engagement </li></ul></ul><ul><ul><li>Provide resources </li></ul></ul>
    13. 13. Planning and Measuring <ul><li>Policy on Board Fundraising </li></ul><ul><li>Strategic Planning and Engagement </li></ul><ul><li>Measurement Tools </li></ul>
    14. 14. Policy on Board Fundraising Good policy: Sets expectations Frames work Supports objectives Provides direction Builds confidence Ensures general satisfaction Establishes continuity
    15. 15. Strategic Planning and Engagement * What is the right balance of restricted vs. unrestricted income? * Should you build an endowment and if so, how quickly? * How will your organization stay competitive and relevant to funders? * How dependent should you be on any single source of funding? * How much risk are you willing to accept? * How much growth would investment in different revenue strategies produce? * What is the role of membership in your revenue generating strategy? * What role does fee-for-service income play in your organization? * What kind of investment is necessary to achieve these objectives? Over what timeline? * What is the obligation of the Board in revenue generation? * How will the Board effectively monitor fundraising success?
    16. 16. Measurement Tools &quot;Technological man can't believe in anything that can't be measured, taped, or put into a computer.&quot; ~Clare Booth Luce <ul><li>Measure progress, not completion of goal </li></ul><ul><li>Define success in terms other than financial </li></ul><ul><li>Establish credible Benchmarks/Metric </li></ul><ul><li>Define accountability </li></ul><ul><li>Agree on Plan B </li></ul><ul><li>Review monthly </li></ul>
    17. 17. Training and Communication <ul><li>Access and Authority </li></ul><ul><li>Formal and Informal </li></ul>
    18. 18. Access and Authority <ul><li>Access to staff </li></ul><ul><li>Access to data and details on </li></ul><ul><li>organizations fiscal responsibility, program </li></ul><ul><li>outcomes and on philanthropic results </li></ul><ul><li>Access to information and research on </li></ul><ul><li>donors </li></ul><ul><li>Authorized voice in the planning process </li></ul><ul><li>Authorized to partner with program and </li></ul><ul><li>development officers </li></ul><ul><li>Authorized to speak/advocate on behalf of </li></ul><ul><li>the organization </li></ul>
    19. 19. Formal and Informal <ul><li>Training </li></ul><ul><ul><li>Specific training on philanthropy: donor cycle, translational relationships </li></ul></ul><ul><ul><li>Modeling behaviors </li></ul></ul><ul><ul><li>Mentoring </li></ul></ul><ul><ul><li>Inclusion in organizational annual training activity </li></ul></ul><ul><li>Communication </li></ul><ul><ul><li>Formal data reports </li></ul></ul><ul><ul><li>Formal program reports (stories) </li></ul></ul><ul><ul><li>Congenial informal relationships encouraged with all staff </li></ul></ul><ul><ul><li>Success broadcast </li></ul></ul>
    20. 20. Questions

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