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Learning The Triple P
By Patrick M. Rooney
It can be challenging for nonprofit
professionals to rise above grim news reports, struggles their
organizations might be facing, and for many, concerns about the
growing needs of their clients. Often it seems that there are
more questions than answers.
Yet in these difficult times, many nonprofit
professionals are looking and working for the positive. They are
seeking messages of hope and constructive steps they can take
right now. Nonprofits, fundamentally, are about hope, fresh
starts, new beginnings and finding new ways to meet the needs of
society.
To read
the complete article click here... |
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Boards ...
Don’t
jump over members’ strengths
It might be a different kind of board game, but
philanthropic consultant Carol Weisman from Board Builders still
compared board management strategies to either checkers or chess
during the recent Bridge to Integrated Marketing &
Fundraising Conference, in National Harbor,
Md.
Weisman said some organizations think of board members as
checker pieces with equal strengths. But she advised that
nonprofits should use board members as chess pieces, each with
their own strengths and weaknesses.
Here’s how to get in the game with your board
management strategy:
-
Board members don’t join to raise money. Some have
a personal affiliation to the organization and are honored to be
a part of the board. Make sure members know that some level of
fundraising is necessary before accepting the
position.
-
Time isn’t money. Weisman explained that a board
member dedicating time to the organization doesn’t
translate into dollars to pay staff and keep doors open.
Fundraising needs to happen.
-
Rejection will not kill the board. At least in the
fundraising world, she explained. Getting a “no” is
tough, but your board member will survive. Make sure you
encourage successes by bringing them up in board meetings to
boost morale.
-
Staff and board members are partners. Development staff
can pinpoint prospects while board members can make the ask. The
strength of one relies on the other.
-
Board members have their kryptonite. Ask board members
about areas where they thrive or take a dive. You should respect
the fact that not every board member will be the life of the
special event. Play to a member’s strengths and you will
see fundraising results and ultimately a happier, more effective
board member. |
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Management ...
Your organization has a
personality
Many organizations, nonprofit
or for-profit, speak of having an organizational culture. This
culture is generally at the heart of what an organization does,
as well as how it goes about its business.
In their book The
Charismatic Organization, Shirley Sagawa and Deborah Jospin
describe culture as an organization’s personality or
character: the organic system of shared beliefs, values,
assumptions, expectations and norms that indirectly dictate
attitudes and behavior and endure even as people leave and
others take their places.
Because culture dictates
explicit and implicit rules of behavior that can inhibit or
encourage practices important to achieving an
organization’s mission, Sagawa and Jospin suggest that
value statements should be reflected in the culture, telling
people what things are sacred and what things are
sanctioned.
Further, they offer several possibilities
for value statements to reflect key concepts for any nonprofit
organization, such as:
- Courage. "We are willing to take risks and
stand up for principle."
- Creativity. "We always look for a new and
better way and have fun while doing it."
- Equality. "Everyone is valued and respected
regardless of background or position."
- Quality. "We aim to be the best at
everything we do."
- Integrity. "We do what is right, not what
is easy."
- Potential. “We believe that every
person can succeed with the right
help.”
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Fundraising ...
Manage the phrases of
your capital campaign
Your teenager isn’t the only thing
that should be going through phases.
Capital campaigns should be plotted in
phases to mark progress and make sure goals are reached in a
predetermined time frame, according to Charles G. Lewis, senior
vice president of development, marketing and public affairs at
Lehigh Valley Hospital and Health Network (LVHHN) in Allentown,
Pa. The best part? The capital campaign phases generally
don’t induce insolent back-talk.
And LVHHN should know – the
organization reached its $45 million campaign goal three years
earlier than expected. Lewis shared the basics on phasing
capital campaigns at the recent Fundraising Day in New York.
Here’s how you begin to phase your
campaign:
- Planning and launch. In this time frame,
you should develop the case for support and campaign themes,
such as a logo or other key marketing areas. Decide who will be
a part of your core campaign leadership and start making initial
gift solicitations.
- Cornerstone and pacesetting. Create a
campaign steering committee and arrange a few meeting for the
committee to review prospect lists. Update your steering
committee regularly. Complete naming opportunities and gift
recognition plans. Begin soliciting seven- and six-figure
gifts.
- Leadership gifts. Continue to hold steering
committee meetings. Plan on a benchmark goal event – this
will keep spirits high and reaching a goal is reason to
celebrate. Keep asking for those seven- to six-figure gifts, but
start to jump into employee gift asks.
- Major gifts and employee gifts. Keep on
trucking with the seven- to six-figure gifts. Start putting more
pressure on major gift solicitations and kick start the employee
gifts. Begin to develop the direct mail that will go out to the
community. Evaluate how the campaign is doing so
far.
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