February is here, Punxutawney Phil saw his shadow, so we have six more weeks of winter (line the calendar tells us). So what will we do on the days we’re snowed in?
I suggest that the well-informed nonprofit executive director will organize an orientation session for new board members. It’s always good when the new kids on the block know what’s up and feel they can participate with some helpful knowledge.
So our new members of the board get the update bylaws, a copy of the most recent audited financial statements, a staff directory, a board directory with contact information for each member and their affiliations, a copy of the nonprofit strategic plan. And maybe a few additional items.
At the orientation session, perhaps over lunch with 2 to 2.5 hours set aside, there can be some free flowing discussion of highlights from the key documents so we all know who’s on first and what’s the score.
Because a knowledgeable board is a more effective board.
I wrote a couple of years back, “It’s lonely at the top.” It’s a familiar quote, and I’m still seeking correct attribution.
I do know this: It’s as true today as it was when observed for the first time. Which in part is why Paul Harris started Rotary International in Chicago 100+ years ago. To develop a place for fellowship and sharing among business leaders in a community. To provide a place to do good work for the community, together. Yes, that certainly was part of it. But on another level, lunch at Rotary is a time and place for leaders of businesses, law firms, accounting firms and nonprofit organizations to gather and do some informal problem solving. Because really: Whom can you comfortably share a problem with? When you have an issue that needs resolution and you’d like to talk it out, it’s helpful to bring it to a group of peers who can serve as a sounding board to hear the issue and give you some feedback.
In a way, Rotary is a network, there for members to use. There are certain rules limiting self-promotion, and the famous 4-way test, including “Is it fair to all concerned?” In a set of parameters, Rotary can be a safe place to talk about anything. For the network to operate properly, it must be founded on trust. And free of cliques. So all feel welcomed.
Each CEO needs a safe place to talk about issues that might be getting in the way of clear thinking.
Board members should encourage nonprofit CEOs to join Rotary. Or, join a network of peers with leadership experience who can be helpful resources when the going gets tough.
Do you have a place to talk about challenging situations in the workplace, outside of your workplace?
For most nonprofits, January is an important month. For the majority, the annual appeal for donor support was mailed in November, gifts began arriving in December, and for some, a respectable portion of donations come during January.
Each nonprofit organizes its “thank you” process at the same time the appeal hits the street. Some will get a note via card or letter, some will get an email, some will get a phone call, and in some cases, a board member will visit the donor to express thanks in person.
Some nonprofits conduct a board “thankathon” (see Kay Sprinkel Grace in High Impact Philanthropy) for special/major gifts.
The important thing is to let each donor know that s/he is appreciated. That it‘s more than the money. Confirm the relationship by letting the person know you remember something about him/her; how the gift will help those you serve in some specific way. Help make a link happen. Cement the bond.
I remember when I worked with the American Lung Association in New Hampshire, board members agreed to thank major donors to the Christmas Seal campaign. They called donors. The first year we did it, some donors thought we were calling for more money. Board members were coached to let donors know, “no, we just want to let you know how much we appreciate your recent gift of ___ to help fight lung disease. We are interested, if you care to share, in what inspires you to give. It helps us to know.” Well. Our donors were pleasantly surprised to get the personal touch and usually had something to tell us. Log this information in your database. It’ll come in handy for your next appeal.
In this way, the “thank you” helps affirm the relationship.
Nonprofits of all sizes, shapes, and durations should consider instituting a planned (or legacy) giving program…so donors can learn how they can make gifts through a will or trust or other method, to further the long-term purposes of a nonprofit organizations they care about.
I recommend this article published by Wiley in 2003 as a good basic document for nonprofits to read, discuss, and use to get a legacy program started.
You will find it through an online search.
HANK ROSSO’S ACHIEVING EXCELLENCE IN FUNDRAISING (ISBN:
0787962562). Copyright © (2003) by John Wiley & Sons, Inc. This material is used by
permission of John Wiley & Sons, Inc
The New Year will soon be upon us. Our Annual Campaign has been sent to all donors and some warm prospects. Their gifts have begun to come in. We will know soon if this campaign is a success. For the accomplished fundraiser, are we satisfied?
Maybe not quite yet.
Early January will be a good time for staff to scan the donor list for those who received the appeal but have not responded.
The task: Identify lapsed donors who did not respond to our December 2016 fall appeal. Particularly those with a history of being (to this point) steadfast donors.
Time to send a follow up appeal to lapsed contributors.
The outgoing package is a bit different from the initial appeal. You may want the ask to focus a bit differently. For example, consider re-stating the appeal in different terms. You may want the letter to come from a client who depends on you and your donors to deliver.
Make that follow-up ask.
It should bump up your appeal by about 10% net.