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Building Nonprofit Board Development Skill in Stages

I’ve written frequently about the importance of building relationships as fundamental to effective fundraising. This is the development part of the fundraising equation: if our goal is to build a solid, active donor database consisting of lots of folks committed to our mission, the effective part starts with our Board of Directors. The core of our nonprofit organization and its mission.

OK. So groan if you must. I know that many of you have knocked your head on this door a number of times, and come up against resistance. “I didn’t sign up for that.” “I give you my time; it’s your job to raise the money.” I think all of us at one time or another have been there and lived that.

So how do we get to that transformational place that Kay Sprinkel Grace, fundraiser extraordinaire, talks about in her books (e.g., High Impact Philanthropy) and workshops?

It happens step-by-step. In Stages. Ages ago, I cited a Guidestar piece, “Five Fundraising Mistakes We Make with our Boards.” Heck. Only five? here’s a link: http://bit.ly/aWVpLJ.

We start by talking about and acting on building relationships. It takes that interpersonal connectivity around our mission, around the good we are doing for our primary customers, that builds the commitment we need to move the mission and our nonprofit forward. Think about the emotional energy we draw from stories about success around the mission. Take time at board meetings to get the stories on the table, talk about them and share the good feelings that come; the bonding that can happen around these stories. This is the source of energy, and we build it deliberately over time from meeting-to-meeting. When we get this momentum around our mission, the concept of asking our friends who share our commitment to contribute to the cause feels like a natural next step.

In State of the Union messages to Congress and the USA, President Obama frequently closed with stories to illustrate points he wanted to hammer home. Following the mass shooting in Newtown, CT gun violence was the story. I thought his five minutes of story telling was far more effective than the previous hour and ten minutes of listing all the goals he wanted to accomplish.

So don’t forget to tell the stories.

Asking for money to advance a cause we share is a natural progression. Build the Fundraising Board: but do it in stages, over time. So suggesting that a member of the Board ask a friend for a gift doesn’t feel alien, uncomfortable, out of line. Asking becomes a logical next step.

Give it a go.

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Infographics Tell A Story

This Infographic fro World Wildlife Fund is a great example of a nonprofit telling its story in graphic form. Easy to understand. Nicely illustrated. Helps make a connection. https://www.worldwildlife.org/pages/infographic-sea-turtles.

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Relationship Check-up: The CEO and the Board Chair

We can have a solid strategic plan, a clear concise mission, an ample donor database. But if the CEO and the Board chair don’t have and seek a strong working relationship, it undermines confidence of staff and rest of the Board and can limit the nonprofit’s capacity to succeed.
So what are some indicators that can help us know we’re good with this relationship?

    Conduct of Board Meetings

: The chair formulates the agenda, in consultation with the CEO. They discuss the agenda about a week prior to each meeting. The Board is the source of nonprofit governance. The CEO and staff execute the program and are accountable for its successful delivery.

    Communicating with Community.

There are roles that should be clarified on when the CEO speaks on behalf of the organization, and when the chair of the board does. This should become a policy, adopted by the Board and reviewed each time a new Chair is elected. So when the nonprofit takes a position on a matter that the community should hear about, we (insiders) know who will speak on a key issue.

    Assessing Performance of the Nonprofit

As a general rule, the CEO oversees performance assessment of staff. And the Board Chair or his/her designee conducts an annual performance review of the CEO. And that review is based on the job description and objectives agreed-to by the Board and CEO at the beginning of each year. This clarity of purpose helps avoid subjective assessments that are not based on pre-determined important factors.

We could discuss more. And I’m happy to have that conversation if you reach out and seek my advice and guidance in making leadership relationships work.

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The Mood of the Nation and Nonprofit Fundraising

Apparently we have Donald Trump as the Republican Party standard-bearer for President in the November election.
And it is likely that Hillary Clinton will be the Democratic Party choice…but there is still California and many Super Delegates to count. So the jury is out.
What impact does this unusual political season have on the charitable thinking and proclivities of the American people?
There is no one right answer for this. Nonprofit organizations, I believe, need to continue to make their case to their donor audience and keep delivering services that the mission promises and those served by you expect.
501(c)(3) nonprofits need to stay out of the political side of life. Yes, those who advocate for particular issues and want the government to do its job relative to delivery of service, to keep on speaking to those issues. So advocacy on mission-related issues is within the regs. It’s the political side that is not for a (c)(3).
Keep delivering the message. It’s a somewhat turbulent time politically. So keeping after the mission gives your donors encouragement that good work continues to get done.

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Join the Social Media Conversation: Sunday May 1 8:00 PM EDT

Looking forward to an hour on Twitter Sunday May 1 8:00 PM on #CargillChat on Twitter with @CargillCreative Bob Cargill. The guy with the marketing sensibility that points us in smart directions on how to build Nonprofit communication effectiveness by applying social media tools. Relationship Fundraising means we first build the relationship. The donations follow when the donor gets the impression that your nonprofit is delivering value to a client base s/he feels some empathy for. It’s about the good you deliver to customers. The nonprofit is an empty shell if it’s only promoting its own survival. It’s about the primary customers you serve and how they value your service. Social media are tools that help deliver that story.

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