skip to Main Content

October 2018

The Complete Donor Experience

Understanding the relationship betweem Donors and Charities has been a long and interesting study. The two main aspects of “Asking for Funds” are:

  1. Current fundraising for gifts and pledges, and
  2. Planned gifts that are transferred to the designated Charity at the end of the donors life.

Both current and planned gifts are equally important to the success of any long term Charity. By understanding the relationship of these two programs we can assist individuals in experiencing the “Complete Donor Experience.”

A term that is not often used, yet every individual participates in on a daily basis, is “Social Capital Distribution.” What exactly is Social Capital? One might say that they don’t participate in Social Capital because they do not make gifts to Charity. Yet every time someone walks on the sidewalk he or she is “enjoying” the benefit of Social Capital. Taxes are one of the greatest distributions of Social Capital. Our streets, sidewalks, police, fire fighters, and many of the other daily services we enjoy are mostly created and maintained through the distribution of Social Capital.

Often individuals receive benefits or services through Not for Profit (NFP) or Charitable organizations. Though many NFP’s may charge for their services, they still need donations to operate and continue to grow. It is by the generosity of individuals and corporations dedicating monies through their distribution of Social Capital that NFP’s continue to operate and often relieve stress on “public” social needs.

Most Charities focus mainly on current gift fundraising, which helps to keep the operation viable. Capital campaigns and events such as galas and golf tournaments which provide current funding. However, the ultimate goal is to create relationships. By maintaining strong relationships and focusing on the Donor’s desire to make a difference, Charities’ programs and services continue to benefit society. Many successful fundraisers raise millions of dollars through proper donor cultivation.

While establishing relationships with Donors, the fundraiser may often ask the Donor to remember the Charity in their estate plan. While very important and beneficial, this is a very basic planned giving method. There are many planned giving vehicles which will enhance the Donor’s ability to give and increase their current income while they are still alive. 

While the recent 2017 Tax reform has created some significant benefits for many individuals, there is still an opportunity to further reduce taxes and increase giving opportunities. Charitable Gift Annuities provide lifetime income and a charitable deduction while distributing capital gains income over an entire life time. The payout rates on Gift Annuities are based on the Donor’s age. By entering into a Charitable Gift Annuity relationship, the Charity will receive a gift at the end of the life of the Donor. This arrangement facilitates an ongoing relationship with the Donor with the joy of knowing there will be a future gift.

Another significant planned giving opportunity is the Charitable Remainder Trust (CRT). Many Donors have appreciated real estate or appreciated stocks. With these types of assets capital gains tax is a common challenge. By placing these assets into a CRT, the Trustee liquidates the asset and there is NO tax due. The Trustee then invests the monies and pays income to the Donors for life or a set number of years. Another benefit of the CRT is that children may be income beneficiaries for an additional 20 years.

These are two of the most popular planned giving options which have many variations of tax benefits, income options, and charitable donations. Western Adventist Foundation (WAF) specializes in assisting Donors and Charities with these types of gifts. Since 1998 WAF has distributed over $125 million to Charities throughout North America to organizations who support the mission of the Seventh-day Adventist Church.

For more information on how WAF can assist your Charity, please visit WWW.WAFSDA.ORG or call (866) 356-5595.

Jim Brown
President 
Western Adventist Foundation

James H. Brown has been President of Western Adventist Foundation since 2001. His credentials include a Master’s in Business Administration from the University of Phoenix, a Certified Specialist in Planned Giving Cal State Long Beach and a Bachelor’s in Business Administration from Walla Walla College. The Foundation provides trust management and related services to Seventh-day Adventist institutions. In his capacity as Chief Executive Officer, Jim oversees the development and implementation of long-range business strategies necessary for planned giving, trust administration, accounting, and investments. His professional experience includes prior positions as Vice President of WAF, Associate Manager of Loma Linda University Foundation; Treasurer/Associate Director of Northern California Association of Seventh-day Adventists; and Assistant Treasurer for the Central California Association of Seventh-day Adventists. Jim has been working for the church in trust related field for over 30 years.

August 2018

The Magic and Reality of Gratitude

By Lilya Wagner

Sometimes it seems that we live in a world where a simple Thank You is a rare and cherished phrase!  It also seems, at times, that the more means we have by which to communicate, the less we do. Which brings me to the point—what is the importance of a quick, speedy and appropriate “thank you” when we’re communicating with donors?

The 2012 Fundraising Effectiveness Survey that was done by the Association of Fundraising Professionals (AFP) reported a 59% donor attrition each year. This means that six out of ten donors will drop out of your organization’s giving pool.  This has a major impact on an organization’s income, and one of the various reasons why people stop giving is because of how the organization treats them! And that includes how we express our gratitude to our donors, which is part of the entire scenario regarding donor retention.

At times I have given to organizations and have had to actually contact its personnel in order to receive a receipt.  Sometimes I have waited a month before I get a thank you note by e-mail. It’s not uncommon to get an acknowledgement note or letter that clearly is from a template, and leaves me to wonder just how important I am to that organization.  Maybe it’s time to examine how we can adapt and adopt the principles of “donor centered fundraising” and create a culture not just FOR philanthropy but a culture of gratitude! Below are some suggestions. But before I launch into those, I want to share a case study of the best in communicating gratitude.

I have been fortunate to be associated with whom I call “the world’s best travel agent” for about a dozen years.  Our communication is almost entirely by e-mail, with an occasional phone call thrown in. The more Michael Christopher helped me with my many and convoluted travels, the more I appreciated him and wanted to do something for him.  I found out he collects little souvenir boxes, and I am now in the habit of bringing him some from my various travels. I do this out of gratitude, but my sense of satisfaction is greatly enhanced by his prompt and delightful thank you notes.  Here’s a sample—

Hi again, Lilya…

The box of boxes has arrived!  Just opened it and what a delight to see them in person after looking at the preview pix you’d sent.

I love that they are all so different, in material/style/color/etc. I am always astounded at the fine craftsmanship behind the wonderful look and feel of each. From the beading atop the Kenyan box, to the ornate silver etching all around the Toronto box, I am amazed at such detailed work these must have taken to create.

 Please know they will all be valued additions to my collection and I thank you once again for your ever thoughtfulness in thinking of me during your travels.

 Gratefully,

 Michael

My satisfaction in giving has been multiplied by his gratitude!  What if we followed his example and wrote such immediate and carefully crafted thanks to our donors?!

I ran across a website, https://www.networkforgood.com/nonprofitblog/importance-thank-creating-attitude-gratitude/, which shared a number of great ideas that I’m copying below.  I would encourage you to look at the entire article and move ahead with a vastly improved, exciting, appropriate thank you program by which you maintain donor loyalty and share the joy of giving and receiving!

To create an ATTITUDE OF GRATITUDE, consider the good ole’ fashion 5Ws and an H:

  • Who is involved in each step of the thank you process?
  • Invite board members into the thank you process. Thank them first and recognize their gifts and role as huge supporters of your organization.
  • Prepare thank you note cards at board meetings with notes about the donor. Also, ask board members to write, or at least sign, several notes OR better yet, make phone calls, thanking the donors before the meeting officially begins.
  • What is your gift acknowledgment policy?
  • What happens from the moment the gift arrives?
  • Does the gift amount determine the speed of acknowledgment, who the ‘thanker’ is, or the method of thanking?
  • When is each donor thanked?
  • Is a donor thanked at any time besides in the gift acknowledgment letter or the next ask?
  • Where are donors thanked?
  • Develop quirky, unexpected, and fun ways to surprise donors:
  • Decide 3-4 extra “thanks-4-giving” times per year. From Valentine’s Day to your organization’s anniversary to the donor’s birthday, there’s lots of opportunities to show your gratitude.
  • Post a daily/weekly/monthly (depending on the volume of donors) social media “shout-out” that highlights specific donors.

The famed theologian Dietrich Bonhoeffer said, “It is only with gratitude that life becomes rich.”  I encourage you to enrich both your donors and your organization by creating the best possible and timely thank you process!  And in closing, I repeat what John F. Kennedy once said, “As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them.”

July 2018

God’s Creation

By Richard Block

It’s been three decades since leaders of many denominations gathered at Washington, DC’s National Cathedral to explore “Caring for Creation.” There was a shared sense that all faiths should teach responsibility for the care and stewardship of all God’s creatures. From their role throughout the Bible to the peace and comfort they bring to so many today, animals are an integral part of creation and we are responsible for their welfare and survival. They complete us as individuals and as part of God’s greater plan.

We are blessed with an awe-inspiring diversity of animals that surround us, from the tiny invertebrates found in the depths of the oceans to the snow-covered peaks of the highest mountains to the largest of animals such as the blue whales of the world’s seas and the elephants of Africa and Asia. They inspire us, challenge us, and comfort us. In their moments of greatest distress, animals can bring out the best in humanity and demonstrate our adherence to Christianity’s highest principles.

Each animal, with its unique purpose and design, helps complete the grand pattern in the tapestry of life. Animals add an essential richness to all our lives. Whether we chose to acknowledge it, we are all part of this same fabric. For some people that recognize this connection, the care and protection of animals provides an added sense of purpose in life by providing for God’s creation.

Today, just as individuals, families, communities, and nations face the unique, perplexing challenges of our times, animals too are in crisis around the world. Whether from loss of their habitat and homes to the challenges of pollution, the future for many animals looks bleak. Their situations are most often the result of people’s greed, egotism, and lack of awareness. Fortunately, compassion and concern for the welfare of animals has guided people to take on the mantle of caring for God’s creation. Clad in this sense of purpose, an array of people’s skills are enlisted to secure a better future for these kindred spirits.

Whether working directly with animals or serving behind the scenes, people recognize that the solutions to saving animals are often complex. The acquisition and protection of habitat, essential to saving animals in the wild, is mainly accomplished through financial resources. Fundraisers, motivated by the mission of caring for God’s creatures, create fulfilling opportunities for others to participate in this important cause. Similarly, fundraisers support the establishment of sanctuaries and shelters that provide for countless animals in need of protection and a home.

Not everyone will have the hands-on opportunity to participate directly in the restoration of habitat or in the professional care of tigers, bears, and elephants.  That does not diminish our ability to be inspired by the diversity and beauty of God’s creation. Fundraisers provide the opportunity for everyone to participate in and experience the satisfaction of making a difference for animals around the world, from the animals that provide companionship to the animals that inhabit our world’s last wild places.

_____

Richard Block assumed the position of CEO of the Santa Barbara Zoo in July 1998. In this capacity he provides direction for the development of the Zoo and works with key staff and volunteers to ensure that future needs are met. Prior to moving to Santa Barbara, Rich was the Vice President for Scientific & Program Development at the Indianapolis Zoo. For seven years Rich served as director of public programs and as a senior fellow for World Wildlife Fund in Washington, DC.

Rich’s career includes experience as curator of public relations at the Kansas City Zoo, curator of education at Zoo Atlanta, and faculty member in the University of Michigan’s School of Natural Resources & Environment. Rich has lectured widely in the U.S. and abroad about wildlife conservation and the need for individual action. He has served as a technical adviser to writers and publishers of books, films and CD-ROMs on endangered wildlife, rain forests, and giant pandas.

Rich serves as Chair of the California Association of Zoos & Aquariums (CAZA), is the board Chair of the Santa Barbara Region Chamber of Commerce, is a member of the Channel Islands National Marine Sanctuary Advisory Council, served on the Executive Committee for Visit Santa Barbara (formerly Santa Barbara Conference & Visitors Bureau), and is a past Chair of the California Association of Museums (CAM).

Rich holds a B.S. degree in environmental studies from Principia College in Elsah, Illinois and an M.S. degree in natural resources from the University of Michigan in Ann Arbor. Rich lives in Goleta with his wife, Tracy Pfautch, and his 18-year-old son, Carter.

Richard Block, CEO, Santa Barbara Zoo
Ph: (805) 962-5339 Ext. 104
Email: rblock@santabarbarazoo.org

June 2018

No Money, No Mission?

Which came first – the chicken or the egg? This famous dilemma argues, based on observation, that all chickens hatch from eggs and all eggs are laid by chickens. So, which one came first? Which one is the most important? The same question is often asked in the church setting with the chickens and eggs being replaced by money and mission. Which one is the most important and comes first – money or mission?

Most Christians would say that the budget and the financial strength of the congregation determines what can be done by the local church as its mission. For example, look at the words of Jesus in Luke 14:28,29 (NIV):

“Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it? For if you lay the foundation and are not able to finish it, everyone who sees it will ridicule you, saying, ‘This person began to build and wasn’t able to finish.’”

It is clear that Jesus is teaching us a lesson that there is always a cost involved when following Him and being His disciple. That’s why it is very important to have a practical understanding that our mission is not going to succeed unless we clearly understand the cost and have enough money to complete it.

So, how do we get the money to fuel the mission? In a non-profit world where churches depend on donations, fundraising becomes a crucial part in the life of the organization. Do you know how to do fundraising? Have you ever had a positive successful experience running a fundraising campaign? Most of us neither have the experience, nor feel comfortable asking people for money.

I used to be one of those pastors who had no idea how to organize and execute a successful fundraising campaign in the local church. While my seminary training gave me a solid theological foundation and preaching skills, fundraising was not part of the curriculum. What should a young pastor like me do? Well, together with my elders, we prayed and asked God for wisdom, and God supplied it. We learned that one of the many amazing resources available in the North-American Division is Philanthropic Services for Institutions (PSI), and the best part about it – it’s a FREE service! Not only did we receive excellent training from PSI, but we also gained practical guidance and mentorship that empowered and equipped us to do positive fundraising church campaigns (and you know, that asking for finances is always sensitive, especially in the church setting!). Please, hear me out! Without proper training and guidance, we can hurt the local church and damage the mission of God if we approach fundraising in an unhealthy way. But, when we do it in a healthy, spiritual, organized manner – many of our generous donors will be grateful that they have been given a chance to contribute and will feel honored to be part of something great. So many times I have seen that our members are extremely generous and responsive when asked at the right time, in the right way, by the right person, for the right amount, to support the right project.

And now, let us to try to answer the question of which one is most important and comes first – money or mission? Yes, money is very important, and it does help the mission to succeed, but people won’t give sacrificially unless there is a bold and courageous mission presented to them in a heartfelt way. As we read Exodus 25 and 1st Chronicles 29, we see that the Israelites overwhelmed Moses, and later Solomon, by their generosity when supporting the building project of God’s sanctuary and later the temple. In the same way today, God’s children are eager to respond to a mission challenge placed before them.

I could give you numerous examples of this occurring in my ministry. Principles that I have learned helped my church to raise funds when building a new church facility (it was a multi-million-dollar project) as well as a recent initiative of paying for the upgrade of our audio and video equipment (dozens of thousands of dollars). We presented to the church an idea of livestreaming and recording quality services to reach people online. The Sabbath we started our fundraising, we received donations that exceeded the amount we projected to collect by several thousand dollars (we had a little faith, but God moved the hearts of people to give in abundance!). And only one month later members were happy to see their investment being used during the church service.

My fellow ministers, let us dream and accomplish missions that are honoring the great God we love and serve. What about money? God has already provided and placed it in the hands of His generous followers. Let us move forward and ask for it boldly in faith.

______

Volodymyr Grinchenko is a Lead Pastor at Willow Brook Seventh-day Adventist Church in Boonsboro, Maryland (Chesapeake Conference).

May 2018

How My Favourite Charity Let me Down: A Case for Donor-Centricity

By Rhanda Bonet-Graham

Fundraisers are passionate about making the world a better place. In addition to raising funds for causes we believe in we also donate to them and to others as well. I wanted to share with you an experience I recently had with an organization I donated to and what it taught me about donor-centric fundraising.

About a year ago I was thinking about my dream job, the organization I really wanted to raise funds for, the cause that was truly near and dear to my heart. It didn’t take long for me to determine that it was advocating and making opportunities available for women and girls to get an education. This cause really resonates with me. I’m a proud Egyptian-American who grew up in the Middle East. I was fortunate to belong to a family that valued good education for their daughters. My mother was my inspiration and my hero. Not only did she elope and marry the man she loved despite her parents’ strong objections, she also waited to be a mother until after she finished her Master’s degree – a big deal for a Middle Eastern woman in the 1970’s.

My mother died of breast cancer when I was 12. Last year was the 30th anniversary of her passing so I made a donation to Foundation XY (not its real name!) in her memory explaining how my mom inspired me and how I hoped this donation would make a difference for other girls and women.

And what did I get back? A standard “thank you for your donation” and “here’s your tax-deductible receipt.” That’s it. No personalized note or email, no acknowledgment of “what an inspiring woman your mother was”, or no “what a meaningful way to honour your mother’s legacy.”

I know I’m picking on this organization (don’t worry Foundation XY, I’ll always love you and believe in the cause and will continue giving!). But I’m doing it to illustrate a very important point – acknowledging our donors’ motivation for giving, paying attention to what they’re telling us, and taking the time to personalize our thanks to them makes all the difference in the world to them AND to your organization. Suppose I’m a donor with the capacity to make a major gift . What would happen if Foundation XY thanked me in a meaningful way – that is, in a way that was meaningful to me? And what if someone from the foundation had approached me about how they’re helping girls and women in the Middle East access education/vocational training and how my gift and my involvement would make a big difference? You can bet your bottom dollar (do people say that anymore?) that they’d get a major gift and have a donor for life! This is what donor-centric fundraising is all about!

So what is donor-centricity and why is it so important? I’ll let the expert answer this:

“Donor-centric” is another way of saying “building trust.” A donor’s relationship with your organization deepens or frays mostly based on how much trust you can create in three areas:

  • Trust that donors play an essential, vital, central role in your mission’s success.
  • Trust that your organization does worthwhile things with donor gifts.
  • Trust that your organization conducts its operations efficiently.1

An organization that has adopted the culture and practices of donor-centric fundraising is one that has invited donors to go on what Simone Joyaux coined “an extraordinary journey”. The donor is no longer a wallet. They become your organization’s partner in fulfilling the mission that both of you are passionate about. Richard Perry and Jeff Schreifels explain it this way: “You invite them to join you in solving the problem your organization is addressing and you treat them as a partner and colleague, not a source of cash.”2

And guess what? When your organization practices donor-centric fundraising, it raises more money! From their same blog article, Perry and Schreifels tell us that “Fundraising and major gifts is about helping a donor fulfill their interests and passions. And if you do that correctly, then the donor will be with you for life. They will give more frequently, and they will give larger amounts.”2

I used to work for a religious organization and I came up against a reluctance to put in the hard work of becoming a donor-centric organization (and make no mistake, it really is hard work). I mean, after all, more than 40% of all giving in Canada went to religious organizations.3 So nothing to worry about, right? Well, I have news and it’s not good. According to Statistics Canada, donations made to religious organizations in 2013 went down by 5% from 20073.  A 2012 Huffington Post article says that only four percent of Americans actually tithed (gave 10% of their income to their church) that year, and that was down from seven per cent the previous year.4 The article also went on to say that the Canada Revenue Agency found that, from 2009 to 2010, religious donations dropped to $4 billion from $6.04 billion.4

I’m sharing these statistics to show that NONE of us have the luxury of not practicing donor-centric fundraising. We’ve all got our work cut out for us. The good news is there are so many incredible experts, books, and courses out there to help us learn how to adopt a donor-centric culture and put that into practice in our organizations. I myself am excited to go on that “extraordinary journey” with donors. Think of all the good we’ll do together!

***************************************************

Rhanda Bonet-Graham is a passionate fundraising professional, an amateur oratorio-opera singer, and an advocate for great causes. She has dedicated her career to the charitable sector for the past 15 years and is looking for the opportunity to work as a major gifts officer in Alberta, Canada. She can be reached at rhandabg@gmail.com.

1 Joyaux, Simone. “Unraveling Development: What is Donor-Centrism?” Blog article. Nonprofit Quarterly, 18 Jun. 2009. Web. 28 Mar. 2018

2 Perry, Richard and Schreifels, Jeff. “Common Practices That Suppress Major Gift Giving.” Blog article. Passionate Giving BlogTM. Veritus Group, 7 Mar. 2018. Web. 28 Mar. 2018

3 Phan, Rachel. (2012, December 8) Tithing In Canada: Churchgoers Divided Over Donating Percentage Of Their Income. The Huffington Post. Retrieved from https://www.huffingtonpost.ca/2012/08/12/tithing-canada-church_n_1703526.html

4 Statistics Canada. (n.d.) Volunteering and charitable giving in Canada. Retrieved from http://www.statcan.gc.ca/pub/89-652-x/89-652-x2015001-eng.htm

 

April 2018

Who will do our work tomorrow?

By Pat Bjorhovde

In recent years, we’ve all seen articles in our local papers about amazing youngsters.  The kid who raises over a million dollars for cancer research because his brother has the disease, or the young girl who gets all her friends to contribute so many cans of food for the homeless that it takes trucks to get them to the local foodbank.  These kids are passionate and are doing amazing things – and we fundraisers are amazed and delighted.  When we hear or read stories like these, we smile and feel good, knowing there are young people out there who care about making a difference.  And we go on with our work, thinking that the future of philanthropy and fundraising is in good hands.

But is it really?  Unfortunately, these kids are the exception, not the rule.  As a fundraising professional for more than 40 years, I have always had the nagging worry that we in the field are not doing enough to make sure there will always be people who care for those who have nowhere to live or enough to eat or those who are sick or mentally ill or those who don’t have access to education or the arts.  Or those who care about where clean water will come from, or how to dispose of harmful chemicals.  There is a lot to worry about in this world!   We need our next generations to care enough to work to make our world a better place.

I personally worry that there are not enough kids learning about the importance of giving and serving.  While most high schools now have incorporated service projects into their curricula, most don’t help students make the connection between service and the critical role the larger not-for-profit community plays in our society.  They don’t teach students that as adults they not only need to be volunteers, but also donors in order to make a difference to those in need.  And the primary reason given by teachers for not doing this?  Because they don’t necessarily volunteer and give themselves, so they are uncomfortable talking about it!

In addition to learning little about philanthropy, today’s young people have no real way to learn about the important role we as professionals play in facilitating giving and serving.  Or learning what a great career track fundraising is, and how many jobs there are in the the profession.  Fundraising is not a profession that is regularly talked about.  After all, how many times have you ever seen a TV series about an intrepid fundraiser?

So what can we do?  The answer is: plenty!  First of all, each of us can and should be engaged in some type of youth philanthropy in our communities.  Over the years, many studies have looked at how kids learn about giving and serving and what needs to happen for them to carry these behaviors forward into their adult lives.  These studies have shown that for kids to really begin to behave differently, three things have to happen.  First, they have to see the acts of giving and serving performed over time by a respected adult.  Next, they have to have the reasons for contributing or volunteering explained to them.  Lastly, and perhaps most importantly, they have to be given the opportunity to think and talk about what really concerns them, and then be given the opportunity to both get involve by serving and begin to give themselves.

If this sounds like a tall order – it’s because it is.  But there three practical ways that you personally can influence the lives of the kids who will become our future philanthropists and fundraisers:

  • If you are a parent, grandparent, aunt or uncle, you are that respected adult. Start talking to “your” kids about the causes you support and what you do for a living.  Show them when you actually write the check and explain why the recipient organization is important to you, why you are giving this money and what you hope it will help to accomplish.  Take them to visit the organization you work for.  Ask them what issues/needs they are concerned about, why it is important to them, and talk about how various local nonprofits work to address those issues.  And most of all, help them find ways to give something that is meaningful for them, and to volunteer with an appropriate organization if it is possible.
  • Find out if your local AFP chapter is engaged in an actual Youth in Philanthropy (YIP) program – not just the annual Youth in Philanthropy Award. Does the chapter have a real hands-on teaching program that actually works with kids at a school, after-school program or at a youth-serving organization?  If so, volunteer to participate – I guarantee they need your help.  Finding enough volunteers for a chapter YIP teaching program is the biggest stumbling block to success.  If the chapter doesn’t have a teaching program, take a deep breath and offer to help start one.  You don’t have to create anything from scratch, as AFP has all the teaching materials online that you and your chapter may need need – and they include the all-important opportunity for the kids to learn about fundraising for a cause they select.  Anyone can access them:  afpnet.org (click on About AFP, then click on Engaging the Next Generation, then Youth in Philanthropy).
  • Look for opportunities to talk to youngsters in both formal and informal settings. Tell them what you do and why.  Let them know about all of the causes and organizations they could work for while helping the world be a better place.

We fundraisers do so much.   Let’s ensure that we are also making a difference for the future of philanthropy.

Pat Bjorhovde, MAPD, FAFP, is a recently retired fundraiser, CFRE and former AFP staff member, who headed AFP’s Youth in Philanthropy program.  She has written often on the topic and was the lead author of the AFP Youth in Philanthropy Curriculum, “Making a World of Good.”

Pat Bjorhovde, MAPD, FAFP
Consultant in Strategic, Board & Fundraising Development

520-299-4315
pat@bjorhovde.com

March 2018

What works in fundraising?

By Melissa S. Brown

Fundraising professionals want to know: is direct mail still a reliable way to raise funds? What share of all giving comes in on-line? Do our peer institutions use SMS/Text messaging? These and other topics are covered by the twice-annual study from the Nonprofit Research Collaborative or NRC (www.npresearch.org).

Organizations use NRC findings to make decisions about where to invest fundraising dollars. Charities look to the NRC to see whether other organizations report increases, decreases or stable receipts from each of the 15 different methods studied, and how widely used certain methods are. Very few charities use telephone appeals or text messaging, for example. Nearly all use direct mail.

The NRC also asks specialized questions in each wave. A year ago, in Winter 2017, the group reported that a quarter of charities saw a decline in charitable receipts related to the 2016 elections in the U.S. An even earlier study reported the many ways that board members are involved in fundraising, beyond making the ask.

With a decade of data and hundreds of participating groups in each wave, the NRC is the only source of long-term trend information that looks at specific fundraising methods and considers results by organizational size, region, and sub-sector or mission (education, human services, arts, etc.).

The Winter 2018 survey is open through March 6th with a report planned for April. Take a look! http://www.surveymonkey.com/r/NRC-MSB.  When you complete the survey, you’ll get an early peak at results.

About Melissa S. Brown: Research and writing to help your organization turn knowledge into action. Voted “One of America’s Top 25 Philanthropy Speakers” in 2016

Upcoming Presentations:

The Fund Raising School Proposal Writing and Grant Management Chicago, IL March 15-16, 2018

AFP-Greater Wichita Chapter The Future of Philanthropic Culture Wichita, KS April 5, 2018

Evansville Area Fundraising Council The Future of Philanthropy May 9, 2018

Member Association of Fundraising Professionals Association of Philanthropic Counsel, Armandina Evaluation Association Consultant, Indiana Youth Institute Faculty, The Fund Raising School

February 2018

Gain New Donors and Boost Gift Size Now with Free Widgets

By Susan Lasker Dankoff

Would you like to attract more new donors and larger gifts in 2018? Acquiring new donors in today’s competitive market can be difficult and expensive.  And, with the new Tax Cuts and Jobs Act, many charities anticipate the need to attract more major gifts, as fewer individuals itemize their deductions.

Two new free tools can help you meet these fundraising challenges.  One enables prospective donors viewing your GuideStar profile to donate right from that page.  The other allows supporters with donor-advised funds (DAF) to make gifts directly from your website—it’s as simple as using a credit card online.

 1. Add a Donate Button to Your GuideStar Nonprofit Profile

Add a free Donate button to your organization’s GuideStar Nonprofit Profile. It will give donors and prospects researching your group a convenient way to donate to your nonprofit—while they are on your page!  For easy to follow instructions on how to add the button, Read More.

 2. Add a DAF Button to your own website

In 2016, individuals contributed $23 billion to donor-advised funds and recommended grants to charities of their choice of almost $16 billion. The average DAF gift was about $4,000! Thanks to software creator MarketSmart, you can add a button to your website that will let donors give to you directly from their donor-advised fund. The free DAF widget makes it convenient for donors to access their own fund from more than 800 established donor-advised funds.

Click here to see how: http://www.dafwidget.com/

Boost your philanthropic revenue today!  Use the links above to learn how you can provide these tools to your donors and prospects.

Susan Lasker Dankoff, Co-founder
Aspire Nonprofit Partners, LLC.
O:   301-404-7650 or sdankoff@aspirenp.com

www.aspirenp.com

Susan Lasker Dankoff is co-founder (with Steve Meyerson) of Aspire Nonprofit Partners in Chevy Chase MD. She has planned and managed many successful multi-million-dollar capital campaigns, major gift initiatives and broad-based development programs during her career. As a development staff leader and as a consultant, she has served dozens of educational and charitable organizations and institutions and presented at many conferences over the past four decades. Prior to founding Aspire, she was vice president and senior consultant for Skystone Partners, an international fundraising firm, for 20+ years, and managing partner of the firm’s Washington, D.C. office for four years.  

January 2018

Verifying Charity Trustworthiness

By Bennett Weiner

Most of us make donations to charity in response to an “ask.” While there are other triggers that may prompt us to give, such as in response to a major disaster or tragedy, the solicitation is the key that opens the door to the majority of gifts received by organizations. Of course, we can’t contribute to every charity appeal received, so we support the causes we care about most. But how does one vet these chosen charities?

Some may seek to ensure the charity is tax exempt as a charity under section 501(c)(3) of the Internal Revenue Code and thus eligible to receive deductible gifts. Or, one might check to see if the charity is registered to solicit with the applicable state government agency (usually a division of the state attorney general’s office.) While those are helpful considerations that demonstrate the organization has followed legal requirements, each of these checks don’t really tell you which charity is managed well.

More knowledgeable donors may look for a copy of the charity’s most recently completed IRS Form 990 which is the annual financial form that charities (other than houses of worship) are required to file if they have gross receipts of over $200,000 (or the EZ version if their gross receipts are between $50,000 and $200,000.) Many charities include links to copies of these completed forms on their websites or one may access them through state government agencies that register charities, or by visiting third-party websites that make the 990 publicly available.

Without the applicable training, the financial and other information in the IRS Form 990 can be a challenge for donors to understand and interpret. There are third-party charity rating services that grade charities based on a review of some of the information contained in these forms. This information is helpful but is generally limited to the information contained in the completed government forms.

There is a third-party standards-based service, however, that evaluates charities based on a review of not only the IRS Form 990, but the audited financial statements, annual reports, appeals, websites and other comprehensive information requested from the charitable organization: the BBB Wise Giving Alliance (also known as BBB’s Give.org.) This information is reviewed in relation to the 20 BBB Standards for Charity Accountability which address charity governance, finances, results reporting, appeal accuracy, transparency, donor privacy, and other issues. There is no charge to charities for this accountability assessment and the resulting reports are free to the public at Give.org. If the charity is found to meet all 20 Standards, they are called a BBB Accredited Charity. If one or more standards are not met, the report will specify the standard(s) and explain why the charity does not meet them. In those instances where the charity does not provide any of the requested information to BBB’s Give.org, despite repeated written request, the report will feature this nondisclosure result.

In addition to helping donors verify the trustworthiness of charities, BBB’s Give.org also seeks to strengthen charity accountability by communicating with the subject charities and informing them of what actions they can take to amend any concerns found during the accountability review process. Many charities implement these recommendations in order to amend initial findings brought to their attention.

BBB charity reporting is not a new BBB program but one with a long and rich history of Better Business Bureau activity. The need for factual, impartial information on charitable organizations emerged early in the development of the 100-year old Better Business Bureau system. While many are familiar with the BBB name for its complaint handling services and its reporting on businesses, they are less familiar with its charity reporting efforts. Visit Give.org to learn more about BBB charity reporting.

Bennett Weiner serves as chief operating officer of the BBB Wise Giving Alliance. In this capacity, he manages all aspects of the organization that monitors and reports on charitable organizations that solicit nationally.  Mr. Weiner has been engaged in BBB charity evaluation activities since 1980. He oversees the publication of the Wise Giving Guide magazine, written reports on national charities, and provides guidance to local charity evaluation activities carried out by Better Business Bureaus. Over the years, he has been interviewed or quoted in numerous print and broadcast media. Mr. Weiner has testified before U.S. Congressional Committees on various charity accountability issues. From 1998-2001 The NonProfit Times included him in its annual list of Top 50 influential nonprofit executives. In 2005, he won the BBB Meritorious Service Award – an annual award given to individuals in the Better Business Bureau system. Mr. Weiner has participated in a variety of advisory committees addressing charity accountability matters. In 2010, he was appointed to the newly formed Not-for-Profit Advisory Committee of the Financial Accounting Standards Board.

Bennett M. Weiner,
Chief Operating Officer,
BBB Wise Giving Alliance
3033 Wilson Boulevard, Suite 600
Arlington, VA 22201-3863
bweiner@give.org
703-247-9323

December 2017

Best Practices For Adventist Ministries

By Bill Enright

The crow’s nest from which I have viewed religious giving and fundraising for the past forty years has been that of a pastor and an academic practitioner. Following more than thirty years as a pastor, I was privileged to serve as the founding director of the Lake Institute on Faith & Giving, part of the Lilly Family School of Philanthropy at Indiana University. During those twelve years, my colleagues and I worked with several thousand congregations and faith-based nonprofits. In addition, I monitored more than two hundred research projects for individuals – most of them clergy – pursuing a professional certificate in religious fundraising.

What did I learn and observe from this life-altering perch that would be beneficial to pastors and church leaders need to know? In a sentence, religious fundraising is more about ministry than it is about money.

As ministry, fundraising is essentially relational. It begins with listening; listening to how the people God has entrusted to our care and keeping talk about their hopes and dreams.  Listening to the words they use as they talk about the human condition and describe their longings and losses. Listening for the emotions they portray as they tell their stories and talk about faith, money and giving. Listening to discern the issues and questions that matter to them.

Most of us will not be privileged to actually sit at our donor’s kitchen tables where many giving decisions are made. However, when leaders in a congregation begin to listen, something revelatory happens. First, we begin to set the table for the conversations our partners will have with themselves. Second, our ministry takes a new turn as we find ourselves looking at the congregation we serve through the eyes of their giving partners.

As I listened to donors talk about their giving, I discovered that five table-setting issues touch their hearts and shape their giving decision.

  1. Leadership matters! Donors are influenced by the manner in which their pastors and leaders embody the mission of the congregation they serve.  They are drawn to leaders who are innovative and institution-serving, not self-serving?
  2. Congregational clarity as to mission matters! Donors want to know what God has called their congregation to do and be. They also want to know why and how a congregation does what it does.  
  3. Organizational readiness matters! Donors watch and listen. They are quick to perceive whether or not everyone is on board, with the key players ready to lead the fundraising charge.  Donors are reticent to give to programs with marginal support.  
  4. Belief/Theology matters! People of faith ask this question: “How do I give money to God and say thank you?” They want to know what the Bible has to say about faith, money and giving.  
  5. Fundraising practices matter! How does your congregation view fundraising; as a tiresome dirge or a joyful celebration? Donors sense whether your annual fundraising program is budget driven or vision and mission driven.   

In my book Kitchen Table Giving I flip the traditional fundraising focus from the pulpit to the pew, from the front porch where the church makes the ask to the kitchen table where donors make their giving decisions. I write as a pastor for pastors, to provide church leaders with a roadmap leading to their donor’s giving tables. Congregation-based fundraising is a calling and a ministry. When donors see their giving as part of Christian discipleship something life-changing happens; their giving table becomes a sacred place of joyous generosity.

Bill Enright is the author of Kitchen Table Giving: Reimagining How Congregations Connect with their Donors. A retired Presbyterian minister, he is the Emeritus Founding Executive Director of the Lake Institute on Faith and Giving at the Lilly Family School of Philanthropy at Indiana University (2004-2015.) A Director of the Lilly Endowment, he has served on the board of numerous nonprofits and faith-based organizations.”

November 2017

The Art of Biting Your Tongue*

No matter how much equanimity one might have, there are times in a fundraiser’s life when emotions and feelings tend to take over rational thought and action.  Whether this tide of mixed thoughts and reactions is justified or not, our emotions sometimes take over.

My friend, a respected consultant, told me the following of a time when she felt emotions take over.  “During my tenure as Associate Vice President for University Advancement, I worked for a vice president who lived over 50 miles from the university where we were employed.  He served for four years in this position and during the last year began to spend more and more time away from his role as VP.  I was asked to attend many meetings, including administrative planning sessions, and to represent the department for numerous functions while still carrying my regular workload.  I remember dealing with emotions that bordered on frustration, anger, disappointment, and fatigue due to this additional work load.  

“In particular I remember one experience that came near the end of this VP’s tenure.   I received a request from him to respond to a letter that was directed to him but was very complex, needed some research and some finesse in responding and would go out under his signature.  I felt absolutely overwhelmed at that time so I sent the letter back to him requesting that due to my heavy workload, would he please respond.  He sent the letter back with a note that he would not be able to do that and wanted me to prepare the letter.”

At this point, of course, those of us professionals have several reactions.  Does a boss have the right to ask an employee to do anything and everything?  What recourse does an employee have when the request is unjust?  How do we, when a request does seem to be unreasonable and well outside of professional leadership behaviors, react so that we don’t lose control of ourselves and the situation?  Here’s how my friend handled her dilemma.

“My first response was anger, frustration and feeling how unfair this situation was.  I had asked for relief and been refused.  I chose to not make an issue of this and sought for inner strength to carry out the task without complaining to other staff members because this would confirm their already biased views against our VP.  I did choose to share my frustration with someone outside of our department and she allowed me to vent while encouraging and supporting me.  After that, I was able to focus on the letter and realized it did not take me as long to complete as I had originally anticipated.  The problem the letter represented was the cumulative effect of all that I had been experiencing.”

I personally offer kudos to my friend for mature, professional actions and reactions.  She shared suggestions  that allowed her to handle her situation in the best ways possible.  She said, “By following the three steps of 1) focusing on the task at hand, 2) not burdening others in my department and 3) discussing the situation with someone outside of my department, my initial emotional reaction was dissipated.  I also discovered that I had the experience and inner resources to set aside my emotions and accomplished the task in record time.  I chose to complete the project without allowing my emotions to totally consume me.   Shortly after that, while representing my area at an all-day planning meeting, other vice presidents expressed appreciation and understanding for my situation and affirmed my contributions.”

As I stated earlier, we react differently to those irritations and irrationalities of our fundraising experiences, depending on our personal orientation, personality type, and level of experience as well as emotional maturity.  A few suggestions might help us take this to the next level.

  1. Take a deep breath and try to analyze the situation carefully.
  2. Allow yourself the deepest, darkest feelings but bite your tongue.
  3. Find a respected, trusted individual to whom you can vent, but avoid selecting a colleague who won’t have an unbiased view and therefore will either become too involved or may expose your reaction before you’re ready to act.
  4. Take time, even if it’s only a half hour, to think about this.  If you are a “feeling” person, make yourself think as rationally as possible.  Remember, your reactions may have an effect on your job as well as your career.
  5. Perhaps write down what you would LIKE to say, then delete the file permanently.
  6. Finally, select your best choice in terms of actions and reactions and know why you are selecting this particular course of action.

Of course, sometimes it’s necessary to vent, but choose carefully to whom you unleash your words!  And don’t forget, there are times it’s best to bite your tongue, no matter how much it hurts.  

*Due to the sensitive nature of this column, the author prefers to remain anonymous.

October 2017

Should we pursue a planned gift or a current gift?

By Eddie Thompson

The correct answer to the above question is BOTH.  A trend among nonprofits is to combine responsibility for securing major gifts and planned giving into one position. Recently, I was speaking at a conference and took the opportunity to sit in on another presenter’s session. He asked how many fundraisers were wearing two hats—responsible for both major and planned gifts. The hands of most attendees immediately shot up.

On the negative side: This dual responsibility often results in a concerted effort toward current gifts to the detriment of future gifts. The tendency is to go after the major gift as a first priority and the planned gift as a distant-second option because of 1) the demand for current gifts and 2) often performance metrics only rewards fundraisers for current gifts.

On the positive side: Wearing two hats actually puts fundraisers in the position of soliciting blended gifts—a mix of current and future gifts. By incorporating deferred gifts and current gifts into blended-gift decisions, the overall solicitation process addresses the two big donor questions.  Do I have enough to live on for the rest of my life?  What should I give to my children?

I’m bewildered sometimes at things I hear from institutional executives about their focus on current gifts (generally gifts from discretionary income) and the lack of focus on gifts from net worth.

As powerful as a long-term fund-development strategy can be in creating organizational momentum, the reverse is equally true with a shortsighted strategy. In other words, the approach that has the potential of directly addressing donor anxieties is abandoned for a strategy that often increases it—that is, soliciting only current gifts from discretionary income. 

THE BIG IMPORTANT POINT

We talk through these two big questions each year with thousands of donors in our estate planning discussions. We approach both questions from a position of disinterested benevolence—that is, we’re not soliciting for the organization but focusing exclusively on donor needs and desires, as well as giving objectives. Since we have no other agenda, they tend to unload anxieties about family and finances, as well as their anxieties about the nonprofits they support.

Here’s the big point: Donors discuss their deep personal concerns and anxieties with me on a regular basis, even donors I’ve only known for a short time. That’s not because I’m very smart or have an engaging personality. It’s primarily because 1) I talk to them about future gifts, 2) I’m very attentive to their anxieties, and 3) I focus exclusively on their interests. This is not rocket science. It’s something any officer with the dual responsibilities for both planned giving and major gifts can do with a blended-gifts approach.

Getting to know your donors, focusing on their needs, and understanding their concerns all happens naturally in discussions about future-gift commitments. By scaling back on long-term planned giving initiatives, organizations, in effect, scale back on the opportunities for the deepest personal conversations with their donors.

Eddie Thompson, Ed.D., Founder and CEO of Thompson & Associates, the nation’s premier charitable estate planning firm, brings over 35 years of planning experience to the leadership of his company established in 1996. Eddie has planned over 3,200 estates ranging from $2,700 to almost a billion dollars.

Today, this innovative and proven process is engaging organizations and their donors nationwide.  The Thompson & Associates’ team, consisting of over 45 attorneys and experienced professionals, help individuals and families plan to pass their estate assets to their family and to the organizations they support in a manner consistent with their values and objectives. This proven process delivers unprecedented results for donors, their families and nonprofit organizations.  This unique process resulted in the successful completion of estate plans that directed several billion dollars to charities and billions more to families.

Copyright 2017, R. Edward Thompson

September 2017

Mistakes to Avoid in Building Your Board – Part 2

By Ken Turpen, CFRE

Every nonprofit executive knows the importance of having a dynamic board and how it can ensure the future of the organization. Beyond the common, but still relevant, acronyms that most use to define which board members to select (i.e., W.W.W. as in board members who provide Work, Wealth, and Wisdom, or T.T.T. as in Time, Talent, and Treasure), there are plenty of mistakes to avoid when selecting individuals to create the perfect board for your nonprofit. I’ve made some of these mistakes and I’ve seen other mistakes made over the years. Don’t you make them! (See Part I in the August column.)

5. Failure to hold out for the right “Talent.” Too often nonprofit executives forget the value in waiting for the right match. Perhaps that’s because we fail to have discussions about what talents are needed. One of the best ways to manage this process is to create a board matrix and to keep track of what type of board members we have and where we would like to go in the future. I think it’s important to make a board as diverse as possible while reflecting the community it serves, all with the understanding that they have to come with the three W’s or T’s. I’ve seen more than a few boards over the years that had a board member with the needed treasure, but had absolutely nothing to contribute to board meetings and was not respected in the community. Most of the time those individuals wound up on the board because they could contribute significantly, but at a huge cost to the board and the nonprofit organization in general. Those individuals were “know-it-alls,” or “bullies,” and other board members were then turned off and tended to lose their passion for board service. My suggestion is to hold out for the right person rather than choosing someone who is available or convenient. Look for individuals who are successful in whatever they’ve done, and hope that their success will rub off on your organization. The best word to describe what you’re looking for is finding the right board member who has “passion” for your organization, not just wealth.

6. Lack of board training. Getting the right people around the table is half the battle; the other half is making sure that they understand what their roles are as board members once they take a seat (literally). In my career, I’ve seen plenty of talented boards (and yes, the members were writing checks to the organization) who thought their role was to “run” or manage the organization. Obviously it’s not. Great boards spend their time collectively visioning for the future of the organization, holding the administrative team accountable to the public, and helping make things happen for long-term success. Boards need to be trained by an outsider who can say the tough things that can’t be said safely by paid staff or the executive director. If you can’t afford to hire someone to train your board, ask another nonprofit executive to help. An hour spent every year on understanding board member roles is time well spent. Every three to four years the board should spend a half-day in board training and building a greater understanding of how they can collectively make a difference.

7. Failure to utilize term limits. Not having term limits is one of the most common mistakes made in nonprofit organizations. Perhaps the reason for this is that few individuals think of this when establishing the bylaws for the newly formed nonprofit. The founders are simply in a mode where they are glad to have anyone to serve at all, and don’t see the long-term implications of rotating board members off the board and finding new ones. Perhaps it’s time to create a bylaws committee of the board and then create some definitions for length of board service. I remember starting out as a nonprofit executive and feeling that if I lost a particular board member it would ruin the board and hurt our organization. While it’s true that an individual board member can have significant impact, it’s also true that bringing in new people with fresh ideas can also have long-lasting positive results. Another positive about rotating individuals off the board is the reinforcement that the organization’s success is never about any one individual; it’s a team approach. Finally, our jobs have tremendous political implications and sometimes having board members rotating off according to policy is a “Godsend” and will do the least amount of damage as opposed to asking them to resign. My recommendation is that board members serve either a two or three-year term, with the option of serving one more term if they have completed a self-evaluation and have successfully fulfilled their responsibilities in the first term. The executive director should administer the self-evaluation and a private interview with the board chair. This should help the board member decide whether another term is appropriate. Remember that once board members have rotated off your board, they can serve again in the future, and sometimes those board members end up being the most valuable.

8. Not preparing for board meetings. Without getting into “mistakes made in creating effective board meetings,” I do want to mention that one of the reasons we have a difficult time finding the right board members is because the word has gotten out that our board meetings are too long and deal with too many operational decisions. Recruiting the right board members means that you are usually looking for very successful individuals to serve who have a huge passion for your work, but are often way too busy to run your organization, nor do they want to. So, spend some significant time planning your meetings, rehearsing the agenda, and getting materials and the agenda prepared and circulated well in advance. When you invest significant time in preparation for these meetings, board members will appreciate how professional their board service is, and how valuable you think their time is. Remember, your board members only have so much time to serve. When I served as a board chair for a private school, I would always have to ask myself, “Would I rather have them sitting around discussing how much to charge for a pint of milk, or out raising funds for scholarships and capital needs?” The answer is simple. Give the board members great things to accomplish and they will rise to the challenge. Give them nothing to do and they’ll be bored to tears and look for ways to help you “run” your program.  

In closing, great nonprofit executives will spend time educating themselves about how to manage boards and recruit the right board members. It’s a beautiful and dynamic process that deserves time and attention. I recommend that you join some nonprofit blogs on boardsmanship so that you can read and contribute to recent thoughts and ideas. Become familiar with BoardSource. They are considered a leader in nonprofit boards and have tons of materials that can help you with your own education and some things for your board members as well. I subscribe to Gail Perry’s free e-newsletter on boards and she always has great ideas. She wrote a wonderful book on boards called “Fired-up Fundraising: Turning Board Passion into Action.” Finally, I will always be indebted to Robert C. “Bob” Andringa for his contribution to my understanding of how to build a successful nonprofit board when I had the opportunity to receive training from him. His book “Nonprofit Board Answer Book: A Practical Guide for Board Members and Chief Executives” is wonderful and full of great resources.  You should read it, too.

Ken Turpen, CFRE, Vice President at Thompson & Associates, has served as a senior foundation executive of five nonprofit organizations during the past 25 years and consultant in secondary and higher education, and healthcare fundraising. He has unique insights into nonprofit boards, CEO leadership, management, community activism and donor perspectives as his career has brought him opportunities to excel in each of these areas.

August 2017

Mistakes to Avoid in Building Your Board – Part 1

By Ken Turpen, CFRE

Every nonprofit executive knows the importance of having a dynamic board and how it can ensure the future of the organization. Beyond the common, but still relevant, acronyms that most use to define which board members to select (i.e., W.W.W. as in board members who provide Work, Wealth, and Wisdom, or T.T.T. as in Time, Talent, and Treasure), there are plenty of mistakes to avoid when selecting individuals to create the perfect board for your nonprofit. I’ve made some of these mistakes and I’ve seen other mistakes made over the years. Don’t you make them!

  1. No job description. When meeting a prospective board member for “the” discussion about their possible membership, I think it’s imperative that you have a board member job description in tow. That’s correct. Carry a physical piece of paper with you that has their job description listed in bullet points. If the board member knows what is expected, in clearly defined language, and right up front, you have a much better chance at having a happy and productive board member than not. Without the job description, they will wonder what exactly is expected of them. The fear we usually have is that we think we will blow them away with the enormity of what we need from them. But the truth is that we need to identify individuals to serve who see our mission as critical to the needs of the community or society, and they feel honored to be asked and deeply respect us for being honest with the expectations that are required for service.
  2. There’s no required sacrifice. This mistake is directly related to “no job description,” but bears definition because it is critical to the recruitment process and ultimately will yield greater results and a happier board member in the long run. It is my thought that when we sacrifice for something we tend to place greater value on the object of sacrifice. So, when we create our job descriptions and start explaining exactly what we need from the prospective board member, we need to be very specific in detailing what those sacrifices mean. Is there an annual gift required? Is there a specific amount that each board member must give? What is the expectation in terms of board attendance? Is there a board attendance policy? These are all questions that need to be answered long before sitting down with your board recruit.
  3. Thinking that giving “time” in board meetings is the best use of time. If you could get 20 hours of time from your board members every year, and had to divide that time between time spent in the board meeting versus getting things done for your organization outside the board meeting, how would you split it up? I contend that you are much better off with a 30/70 split, and that the best use of board member time is outside of board meetings. Board members should be opening doors, making calls, and assisting in donor visits and solicitations. Too often we weigh board members down with marathon board meetings and involve them with day-to-day operational decisions and discussions that could be handled by the executive director. We forget that if we have recruited wisely that we have board members who don’t want to spend long hours in the board room and would rather be doing something meaningful for us.
  4. Selecting board members for wealth and treasure alone. There’s nothing like having board members who have the resources and the commitment to give. But if they are not willing to attend board meetings and don’t have significant respect from the community, then we are much better off treating them as “most honored” major donors than as a trustee of our organization. The fact that they won’t attend board meetings and contribute their “wisdom” to the future of the organization will speak volumes to other board members about their involvement and will have a net negative effect on the nonprofit in general. This might even leave the wealthy non-attending board member with the impression that “they just want my money.” When we have wealthy board members attending and contributing the same wisdom to the future of the organization that brought them wealth, then everyone in the organization (board members included) will have a much higher opinion of the work of the board and the organization’s value to the community.

_____

Ken Turpen, CFRE, Vice President at Thompson & Associates, has served as a senior foundation executive of five nonprofit organizations during the past 25 years and consultant in secondary and higher education, and healthcare fundraising. He has unique insights into nonprofit boards, CEO leadership, management, community activism and donor perspectives as his career has brought him opportunities to excel in each of these areas.

July 2017

The Value of Nonprofit Management Education

By Wesley E. Lindahl, Ph.D.

I’ve dedicated my career to the development of the field of nonprofit management—particularly the field of fundraising. So, I had to step back for a second to fully explore the question—what is the value of nonprofit management education? Today we’re seeing two academic programs emerging that will provide different answers to this question.

First, the undergraduate major in nonprofit management provides students the opportunity to enter a field to start a career with eyes-wide-open. At North Park University, we require all our business majors to take one 2 SH course in nonprofit management. As they start the course, most students are totally confused about nonprofits. “So, you mean you actually get paid to work at a nonprofit?” is one of the typical points of confusion. Our nonprofit majors continue to build their understanding of volunteer management, board development, nonprofit finance, nonprofit marketing, and nonprofit fundraising. They know about careers in the field through internships and they are ready to move into their careers with a fundamental understanding of the how and why of working in mission-based organizations.

Second, the graduate master’s degree program provides adult students with a way to learn–in a year or two of courses — what they would take a life-time to learn from experience. At North Park University, our students repeatedly say they can apply what they experience in the classroom to the work setting the very next day. We provide this practical education that accelerates our students’ growth as they develop into ethical leaders who can influence others and provide service to their clients. That brings us to the last point. A master’s degree specifically in a nonprofit field (e.g., Master of Nonprofit Administration) will help to identify a leader ready to be promoted or given new, higher-level, responsibilities at a different organization. A real value to their career and a real value to the organizations they serve.

Finally, as the academic programs grow and as the research that provides the academic foundations to the field accelerates, we’ll be seeing doctoral level programs in nonprofit management develop as well. The value for these programs will be in their ability to truly develop the profession over the coming years.

Wesley E. Lindahl, Ph.D. is Dean of the School of Business and Nonprofit Management and the Nils Axelson Professor of Nonprofit Management at North Park University in Chicago, Illinois. Lindahl has worked as a professional fundraiser for almost eighteen years at Northwestern University, most recently Assistant Dean and Director of Development for the McCormick School of Engineering and Applied Science. He volunteered as the Vice President for Resource Development at the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) for two years, and has written two books, “Strategic Planning for Fund Raising” (1992) and “Principles of Fundraising: Theory and Practice” (2010). He recently completed his term as the Chair of the Research Council for the Association of Fundraising Professionals (AFP) and recently served as Book Review Editor of Nonprofit and Voluntary Sector Quarterly (NVSQ). He is on the board of the Swedish American Museum in Chicago and is the Chair of the board of the University Center of Lake County. Lindahl has a Ph.D. in administration and policy studies from Northwestern University; a master of science in mathematics from the University of Minnesota, and a bachelor of arts in mathematics from North Park University.

June 2017

Conference leadership MUST become more overt in their fundraising efforts

By Philip J. Bond

Every Conference president has a vision more grand than just keeping the lights on and paying the bills of the Conference office. They want to see the Gospel proclaimed through successful evangelistic efforts, a robust educational system, and a strong youth and young adult program. Accomplishing this vision, however, takes money. Tithe, of course, covers some, but did King David expect the tithe to cover the costs of building the temple. (1Ch: 29:5) No! He cast his vision among the people and appealed to them to join in. So, if appealing to the people, (fundraising) is Biblical, why do we not see more Conferences doing it?

I often hear: “We just don’t do it that way.” or “Doesn’t tithe cover all the Conference’s expenses?” or “I really don’t know what the Conference actually does.” These responses must be addressed and refuted if the Seventh-day Adventist Church is going to remain a viable platform from which we may proclaim that salvation is available to all and that the Lord is coming back soon. Let’s drill down on each of these.

“We just don’t do it that way.”
Well, why not? As mentioned above King David had no problem appealing to the people. Nor did Moses when he needed items for the wilderness temple. (Ex. 25: 1-7) But, these are capital campaigns, how about other types of appeals. Check out 1 Corinthians 9:1-18 where Paul makes his appeal for his ministry.

“Doesn’t tithe cover the Conference’s expenses?”
There is a set policy on how much of the tithe dollar may be used for specific expenses. In Florida, 34.7% is allocated to pastor/ministerial expenses, 24.2% goes to education, 4.1% goes to youth/children’s ministries, etc. What if the vision (or need) is greater than what these percentages afford? Nowhere to go unless we do a little fundraising!

“I really don’t know what the Conference does.”
Well, all I can say to this is, “Shame on us for not communicating better.” This is a challenge, though. Not everyone reads the Conference magazine. Not everyone attends camp meeting. Every Conference should have a Public Relations Department whose sole job is to communicate the vision and milestones reached of the Conference.

Successful ministries, both Adventist and not, are reaching our members with dynamic fundraising strategies that communicate their vision and their successes. Our Conference’s had better learn from them or we, too, will go the way of the buggy whip – Sayonara!

Philip Bond is the Development and Planned Giving Director for the Florida Conference.  He is married to Sheri and has two sons, Russell and Sam.  Prior to joining the Florida Conference in 2012, Phil served as the Development and Planned Giving Director of Adventist Frontier Missions in Berrien Springs, MI.  Before receiving that call, Phil was a Business and Personal Banker in Greensboro, NC.  Prior to this, he was an owner manager of a family owned travel agency in Macon, Georgia, which is where he grew up.  He graduated from the University of Ga. with a degree in Economics.

May 2017

Do you really have to register in every possible state that an appeal letter might go?

By Thomas Wetmore

The answer is that they probably need to register in the states where they regularly solicit contributions. There are only 3 or 4 states that may not require registration. However, the requirements and registration process vary among the states that do require it.  There are a variety of service providers that provide multistate registration services. A uniform registration statement is accepted by most states. For more info see http://multistatefiling.org.

The Multistate Registration and Filing Protocol website – may also be worth exploring since it provides an online multistate registration. This is apparently a pilot project working with the National Association of State Charity Officials, NASCO.  (See http://www.nasconet.org/category/single-portal/). I do not know how many states are participating.  A good source of info about the whole topic is through the National Council of Nonprofits.  Their website has a dedicated section to the topic with links to multiple other resources and information. https://www.councilofnonprofits.org/tools-resources/charitable-solicitation-registration.

We typically do not have to worry about this registration, however since churches/religious organizations are exempt in most states. And I believe that most states also exempt educational organizations. Also, solicitation of donations from members does not fall within the definition of charitable solicitation that would trigger registration.  But even these exemptions vary among the states.  Any charity that does not fall into those categories should be mindful of the requirements and register wherever they are actively soliciting donations.

Additional information: National Council of Nonprofits

Thomas E. Wetmore is an Associate General Counsel for the General Conference and North American Division where he specializes in pension/employee benefits, tax, employment, corporate matters and general nonprofit law. He was appointed Associate General Counsel in 1984.  Mr. Wetmore received his B.S. (Mental Health) from Columbia Union College in 1980 and his J.D. from George Washington University in 1984.  He is a member of the Maryland, District of Columbia, and Florida bars. He is also a member of the Association of Corporate Counsel, and the American Bar Association where he has been an active member of the Exempt Organizations Committee of the Tax Section since 1989 and is currently co-chair of the Church and Religious Organizations subcommittee.

April 2017

DEMOGRAPHICS MATTER!

By Alphonce J. Brown, Jr., ACFRE

It is no secret that Americans have always given generously to charitable causes. With philanthropists giving more than $358 million in 2015 to nonprofit organizations, it would be an interesting exercise to closely examine the demographic makeup of the more than 1.3 million donors who contributed to them. For the fundraising practitioner, how we approach each cohort can make the difference between our charity meeting or exceeding its fundraising goal…or not!

In her book, Changing Demographics: Fund Raising in the 1990s, author Judith E. Nichols, CFRE makes a case for developing fundraising strategies that specifically target demographic markets. With limited resources, today’s fundraisers need to do more than simply targeting the upper 10 % – 20% of its major donors to meet its annual fundraising goals or to successfully launch a successful capital campaign.  In fact, whether soliciting unrestricted annual gifts at the base of the giving pyramid or cultivating major donors for a capital campaign atop the pyramid, it is helpful to have as much information as possible to generate the best optimal results.

If asked, most nonprofit professionals would readily admit they tap their consistent core donors far too often for programs and services with critical financial need.  The professional fundraiser also would speak soberly of their need to expand the philanthropic landscape of their organizations to include new enthusiastic contributors. What kind of demographic information might be useful to actively target and elicit the support of new prospective donors?

Intuitively and experientially, we have become proficient at segmenting our various markets based on geography. We also know the differences between approaching a prospective Baby Boomer donor and a Generation X (Gen X) prospective donor.  While group characteristics of the Gen X cohort are still being define, we know the demographics for it will be significantly different than any other age group. Nichols identifies a list of demographic factors that impact the way we cultivate and solicit prospective donors. They include age, sex, race, occupation, income, household composition and life cycle.

Nichol also makes a case for understanding the mental, emotional and spiritual attributes that would cause a particular individual or specific group to give. She defines these characteristics as psychographic measures, and they include such factors as attitudes, social values and beliefs, lifestyles, interests, opinions, lifestyles and benefits.  Today, most savvy nonprofit organizations place a premium on conducting extensive donor research and aligning their solicitation approaches with the behavior predilections of their targeted audiences.

What is becoming increasingly clear is that demographics play an increasingly important role in how we raise money in a progressively diverse and competitive philanthropic environment. Whether it is the fundraiser, key leaders or both responsible for short and long term financial stability of the organization, all parties must refine their ability to effectively and efficiently raise external philanthropic funds. Today’s prospective donor wants and expects to be cultivated and solicited in a manner discernable to them.

Years ago, when I rented a modest home in a small tight-knit community in Bellflower, California, the neighborhood was initially ethnically mixed and balance. McDonald’s and other merchants sent direct mail appeals with weekly coupons that were written both in English and Spanish. The advertisement was attractive and artfully designed to lure prospective customers to their places of business.

By the end of my one-year lease, 99.9% of the residents living in the neighborhood were Hispanic! Promotions sent by McDonald’s and others businesses were now entirely in Spanish. I lamented at the time, “These businesses cannot know I am the only non-Hispanic resident in entire the neighborhood!”

Successful businesses get it! They conduct extensive research to understand their markets and develop creative ways of communicating with their various constituency groups. Their communications are laser-focused and personal—whether ads, posters, commercials, fliers or billboards.  Visuals include children, families, senior citizens and others reflective of the targeted population.

Taking time to understand and leverage knowledge gained from researching and analyzing the psychographic characteristics will not only determine the type and frequency of communication we use to solicit diverse donors, but will provide nonprofits with a more scientific method of approaching prospects in the most personal and decisive way.

[1] Nichols, Judith E. “Changing Demographics: Fund Rising in the 1990s. Bonus Books, Inc., Chicago, IL, 1990.

[1]  Ibid., p. 9

[1] Ibid.

Alphonce J. Brown, Jr., ACFRE is a senior consultant for Philanthropic Services for Institutions and president of Docere Consulting Inc. Mr. Brown is the former chairman of the Association of Fundraising Professionals (AFP)—an international professional fundraising organization with a membership of 33,000. He founded Docere Consulting, Inc. in 2003 to serve small to midsize nonprofit organizations wishing to operate more effectively and efficiently. Docere provides a full array of fundraising services. Prior positions held include the director of development, National Minority AIDS Council; vice president of development, National Academy of Public Administration, Washington, DC; vice president of University Advancement at California State University, Dominguez Hills in Carson, California; executive director of the National Kidney Foundation of Southeast Texas; president & CEO of the Prairie View A&M University Foundation and assistant dean of External Relations, College and Graduate School of Business, University of Texas at Austin. Brown is one of 106 senior professionals to receive the Advanced Certified Fundraising Executive (ACFRE) designation and is an AFP certified Master Trainer. He is a frequent lecturer and teacher, and he has conducted fundraising workshops throughout the United States, Canada, China and Europe. He has published a number of articles on fundraising and diversity.

March 2017

Story Telling for Fundraising IMPACT

Advent Newsletter

How to Convert Engaged Friends to Donors through Storytelling

By Kae Dakin

Do you use stories in your fundraising? You should! Let’s see why the art of storytelling is a tool that you need in your bag of tricks!

Stories are essential! Good storytelling can inspire and motivate donors to give.  Your appeals for donations, not only face to face and on your website, but also in your print materials, will get better results with real stories of how your organization makes a difference to your community.

Why?  Stories build emotional ties to your organization; these ties are hard to break. Stories create passion for your work and they impact the heart.  They hook, attach and connect the reader to your mission. They reinforce your brand which is your identity and your promise.  It is what distinguishes you.

The story of a little boy, James shall we say, whose life was saved because of the training that you held for your staff which they in turn passed on to their clinicians who took care of James is what opens pocketbooks. James was saved because of you!

What is a good story?  What do you want your story to be? It must be clear, compelling, creative and show change or impact  because of the work of your organization. Great stories are ultimately about change-positive change that has happened because of your organization.

It must move people to act because it is memorable. It must have a beginning, middle and end with real characters. It puts a face on a complex issue. It must be compelling to grab attention, memorable and distinctive from other stories and move people to act on behalf of your organization.

Always remember your purpose. Are you telling the story to raise money or increase awareness of your work? Who is your audience? Past donors, peers in your field, prospective foundation sponsor?

And, what will your platform be? Is it for print? Your website? A speech for your CEO? A short paragraph for Facebook.? Even a script for outreach by your board. The message needs to be consistent throughout all of these different platforms and throughout the different departments.

Build a story bank or data base that you can adapt for whatever you may need, such as the annual report, a director’s letter, or a social media appeal. These can be your core stories; you can then be flexible to engage various audiences.

Create a story bank where you store all your good stories. Start a storytelling culture today; start each board or staff meeting by having people tell stories about what happened this past week. Write them down and bank them for the future. It will save time and money, and you will be at the ready-never at a loss for words!

While every organization needs hard impact data, emotional stories will move people to act–engage and give.  Tell stories now!

Best of luck,

Kae

Kae Dakin Consulting

Kae Dakin’s first job was as  a Peace Corps volunteer in Kenya , an agricultural project,  1965-66. She served, with her husband Don, as a dairy officer.  Following the PC, Kae worked for the first half of her career with learning disabled children in both Libya and London. All of her various volunteer projects  taught her what a need there was for sound management of nonprofits. This led her into nonprofit leadership and management of several ngos. She continues her consulting practice, kae dakin consulting, helping organizations meet their goals through financial sustainability. Kae is married, has 3 sons and 3 grandchildren. She earned a BA from the U of Vermont, an MS in psychology from Yeshiva U and an MS in nonprofit management from U of MD.

February 2017

Bequest Establishes Legacy Academy and Call

By Janel Haas Ware

For we are the product of His hand…

Shenandoah Valley Academy (SVA), a Seventh-day Adventist secondary boarding school in New Market, Virginia, was founded by a bequest from a young man and church worker, Charles Zirkle, whose deathbed request was to be granted his inheritance to establish a school which would prepare young people for God’s service. The dying Zirkle watched from his window as 42 acres were staked off, succumbing on the Sabbath after the gift was finalized on Friday. The school opened its doors to the first 15 students in 1908.

Heaven’s poetry etched on lives, created in the Anointed, Jesus…

The Academy’s founding established a compelling legacy of giving for the Adventist education of young people at Shenandoah. To generations and more than 5200 graduates Zirkle’s gift has demonstrated the power of a heart transformed by the grace of Christ, inspired to selfless action for the sake of others knowing and serving Him. For 109 years, this legacy has been an echoing call to give time, talents and treasure for young people knowing Jesus as Savior and Friend, an invitation for fundraiser, donors and beneficiaries to become working members of the Body of Christ.

…to accomplish the good works God arranged long ago. Ephesians 2:10 (VOICE)

This call has echoed resoundingly in own my life, from arriving on campus as a freshman; to my first gift for a worthy student requested by a trusted teacher; and later as a parent-board volunteer working with mentors who role-modeled extending Christ’s grace to young people through their own giving and work. Two years ago, when called to fundraising ministry as Development Director at Shenandoah, I had experienced the joy and blessings of giving and working for young people to know Jesus. Then and today, I make no claim to fundraising expertise, but I can testify to the power of the Holy Spirit working through The Body to extend the grace of Jesus to young people, and to bring about the financial salvation of our school. God continues to work mightily through Charles Zirkle’s founding bequest to call and inspire generations to the good works He arranged long ago, most of all through our wonderful young people who will carry forward the great commission and lead us into the Kingdom of Heaven.

Implications for Fundraising Ministry:

  • Know your school/organization legacy story, to draw and share inspiration of God’s leading and provision. (Psalm 116:12-14, DA 348.2)
  • A single act of generosity for the expansion of God’s kingdom has the potential to grow into something far beyond what we could ever ask or imagine. (Ephesians 3:20)
  • Those who give and those who receive are called into relationship with Jesus, and to active membership in the Body of Christ, to work for others knowing Him. (1Corintihans 1:12)
  • Testify and share the joy of witnessing God’s faithfulness and evidence of His grace in your work. “It is not our plan or effort. It is God’s gift, pure and simple.” (Ephesians 2:8-9)

Janel Haas Ware, Director of Development and Alumni Relations, fundraises and builds relationships to support the students, mission and sustainable excellence of Adventist secondary boarding school education at Shenandoah Valley Academy in New Market, Virginia.

January 2017

What Is Your Proposal’s Irresistible Value Proposition?

By Jack Boyson

As a foundation officer for nearly two decades, I encountered many human service nonprofit leaders around the world who would submit proposals to me seeking financial support to transform a need or a problem facing a vulnerable people group into a solution.

The first question I would always try to answer when reviewing a proposal is, what is the proposal’s irresistible value proposition?

An irresistible value proposition of a proposal clearly demonstrates the tangible measurable results that will be achieved by the organization with the population it serves, and their alignment with a donor’s grant making priorities.

In helping me to further understand what a proposal’s irresistible value proposition is, I would ask myself a series of questions when reviewing it:

Is the proposal compelling? Does the proposal offer appropriate and timely solutions to an urgent and critical need?

Is it client/participant focused? Is the proposal clearly client-focused rather than organizationally-centered? How well are the perceptions of those to be served incorporated into the proposal? And how involved will they be in the project as outlined in the proposal?

Is its Theory of Change Model viable? Does the proposal incorporate the key elements of a change model that concisely and systematically outlines the linkages between the resources needed to conduct activities that will make promised changes become a reality for a particular vulnerable people group?

Is it feasible? Will the project described in the proposal likely to achieve its outputs, outcomes, and long-term impacts? How realistic is it? What are the risks? What is the nature and extent of the human, material, and financial resources needed to reach its targets and impacts?

Is it cost-effective? What is the relationship between the cost of implementing a project as described in a proposal and its benefits? Sometimes when I would compare the different methodologies, activities, and tasks outlined in proposals from applicants from the same geographical area, the best proposals to be considered for funding were the ones that achieved the desired results at the most reasonable cost–but not necessarily the lowest cost.

Is it relevant? A proposal may be both feasible and cost-effective, but may not be relevant because it fails to directly and effectively address the need it set out to tackle.

Is it non-duplicating? How well does the proposal idea fill a unique gap or unmet need and not duplicate what other organizations may be doing?

Is it sustainable? The final question in determining a what a proposal’s irresistible value proposition is, can the project outlined in the proposal go on delivering benefits after funding has ended? If so, how?

Those proposals which provided concise cogent responses to the questions listed above, all converged to become the proposal’s irresistible value proposition and thus merited approval for funding.

Jack Boyson is an international development professional with extensive experience in designing, managing, and evaluating workforce development and NGO institutional capacity building programs in Asia, the Balkans, Eastern Europe, Latin American, the Middle East and North Africa, the Philippines, and Russia. He has trained hundreds of undergraduate and graduate students and nonprofit professionals around the world on how to conduct community needs assessments, plan projects, and write proposals that merit funding. Mr. Boyson was formerly employed by the SDA Church for 25 years as an educator and international development worker, and by the International Youth Foundation as Senior Programs Director for 18 years. Currently his most recent clients include ADRA International, Catholic Relief Services/Ethiopia, Impaq International, the Inter-American Development Bank, International Youth Foundation, JBS International, Making Cents International, RTI International, and the United States Agency for International Development.

Back To Top